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Fitness for Operational Requirements of CF Employment ProjectProject ProjetProjet Forme Opérationnelle Requise dans le Cadre de l’Emploi PHASE I REPORT
IDENTIFICATION OF COMMON, ESSENTIAL, PHYSICALLY DEMANDING TASKS IN THE CF
CANADIAN FORCES DIRECTOR GENERAL PERSONNEL AND FAMILY SUPPORT SERVI C E S DIRECTOR OF FITNESS HUMAN PERFORMANCE RESEARCH AND DEVELOPMENT ii
ACKNOWLEDGEMENTS
It is always a humbling experience for a research team to acknowledge that we are not the subject matter experts in the field being studied. Though all very competent in fitness and health research, none of us would be so brash as to call ourselves experts in military operations and requirements. To harness that expertise, we turned to our men and women in uniform and truly do consider them a part of the broader research team. It is for this reason that throughout this document and all others related to Phase I of Project FORCE, those who took part in the research are referred to as participants and not subjects, as would be more commonly seen in this type of research. More than a question of simple semantics, this was chosen to highlight their contribution to the project as well as the ownership they took in helping to ensure that the demands of CF operations were captured in all aspects of this phase of research. Whether as survey respondents, as subject matter experts who gave of their time in interviews and focus groups, or as members of the various chains of command who allowed their personnel time off to take part in these activities, these participants formed an integral part of the research process. Much more than just sources of physiological data, these individuals helped structure and guide the research protocols throughout the project to ensure validity and ultimate success in developing a relevant fitness standard for CF personnel. Particular thanks go to our Project Management Team members who have been instrumental in orienting the research and making key decisions with regards to data collection and analysis. The environmental chains of command have also been helpful in facilitating access to participants, without whom none of this research would have been possible. To our immediate chain of command (Patrick Gagnon, SMHP; Daryl Allard, DFit; Randy Helgason, CPSP) we owe a debt of gratitude for trusting our research judgements and for giving us the freedom to develop world class cutting edge projects, all the while working tirelessly in various boardrooms to ensure that we have the resources and support to fulfill our ambitious research mandates.
iii Though there is one name as primary author on this document, the entire Human Performance Research and Development Team contributed greatly to the development and advancement of this phase of research. Countless hours of meetings, both formal and informal were invaluable in helping to resolve issues and questions along the way. This project would not have been possible without the assistance received from coordinators, research assistants, research managers and project managers officially assigned to this and other projects. Such a dedicated and cohesive team is essential if one hopes to successfully navigate the legal, policy, personnel, technical and operational realities of our very particular and privileged context of research.
Dr Michael Spivock
Project FORCE Research Team
Director of Fitness: Daryl Allard, MA, CEP Chair Project Management Team Senior Manager: Patrick Gagnon, MSc, CEP Research Managers: Lindsay Goulet, PhD, CEP Suzanne Jaenen, CD, MSc, CEP Tara Reilly, PhD, CEP Michael Spivock, PhD Project Managers: Jacqueline Laframboise, MSc, CEP Daniel Théoret, MSc Fitness Program Development Manager Marcel Roy, BSc, CEP Research Assistants: Rachel Blacklock, MA, CEP Christopher Driscoll, PhD Laura McRae, BA Philip Newton, MSc, CEP Assane Niang, PhD, CPT
Simone Olinek, M APA , CEP Stacey Soule, BSc, CEP Database coordinator: Andrea Karam, BA Logistics coordinator: Martin Simard, CD, CPT Laboratory coordinator: Barry Stockbrugger, MSc, CEP, CSCS Suggested format for citation of this document: Spivock M, Reilly T, Newton P, Blacklock R, Jaenen S (2011). Project FORCE Phase I Report: Identification of common, essential, physically demanding tasks in the CF. Department of National Defence, Assistant Deputy Minister (Science and Technology). Ottawa. iv
TABLE OF CONTENTS
ACKNOWLEDGEMENTS III
TABLE OF CONTENTS V
LIST OF TABLES VII
LIST OF FIGURES VIII
LIST OF ACRONYMS IX
EXECUTIVE SUMMARY XI
STATEMENT OF WORK XIII
1.0 BACKGROUND 15
1.1 OVERVIEW OF PHYSICAL FITNESS IN THE CANADIAN FORCES 17 1.2 THE DEVELOPMENT OF OCCUPATIONAL PHYSICAL FITNESS STANDARDS IN CANADA 23
2.0 METHODS: IDENTIFICATION OF COMMON ESSENTIAL TASKS 27
2.1 DOCUMENT AND MEDIA REVIEWS 28 2.2 POST -MISSION SURVEYS AND INTERVIEWS 29 2.3 TRIAGE GROUPS 30
3.0 RESULTS – ROLES AND TASKS IDENTIFIED 34
3.1 DOCUMENT AND MEDIA REVIEWS 34 3.2 POST -MISSION SURVEYS AND INTERVIEWS 39 3.3 TRIAGE GROUPS 41
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4.0 DISCUSSION AND CONCLUSIONS 48
4.1 DISCUSSION OF RESULTS 48 4.2 LIMITATIONS AND RECOMMENDATIONS 54 4.3 CONCLUSIONS 55
5.0 REFERENCES 57
6.0 APPENDICES 59
APPENDIX A: REVIEW OF LITERATURE – CF DOMESTIC CIVILIAN ASSISTANCE DEPLOYMENTS 60 APPENDIX B: REVIEW OF LITERATURE – NATIONAL CONTINGNECY PLANS 104 APPENDIX C: REVIEW OF LITERATURE – CF FOREIGN OPERATIONS 126 APPENDIX D: STRATEGIC INITIATING DOCUMENT – PROJECT FORCE 154 APPENDIX E: SAMPLE OF POST OPERATION SURVEY AND FOLLOW -UP INTERVIEW FORM 169 APPENDIX F: BIOGRAPHIES OF TRIAGE GROUP PARTICIPANTS 180
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LIST OF TABLES
Page
Table 1 Common Military Task Fitness Evaluation Standards 18
Table 2 CF EXPRES Minimal Physical Fitness Standards 19
Table 3 List of roles and associated tasks identified in the document reviews 35
Table 4 Frequencies at which physically demanding tasks were reported during Ops 40 PODIUM, HESTIA and LAMA.
Table 5 Roles offered to SMEs for consideration 42
Table 6 Roles and tasks retained by CEFCOM and associated physical demands 45 ratings
Table 7 Roles and tasks retained by CANADA COM and associated physical 46 demands ratings
Table 8 Combined list of tasks retained and examples of operations in which they 47 have occurred
Table 9 Assessment of tasks by research committee 50
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LIST OF FIGURES
Page
Figure 1 Hierarchical structure of fitness standards in the CF 17
Figure 2 TRIAGE board columns 32
Figure 3 6 point scale used by SMEs to rate the physical demands of retained tasks 33
Figure 4a Gender distribution of respondents 39
Figure 4b Age distribution of respondents 39
Figure 4c Environment distribution of respondents 39
Figure 4d Rank distribution of respondents 39
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LIST OF ACRONYMS
AFC Armed Forces Council
ALEA Aid to law enforcement agencies
ACSM American College of Sports Medicine
BFOR Bona fide occupational requirement
BMSS Basic Military Swimming Standard
CAFT Canadian Aerobic Fitness Test
CANADA COM Canada Command
CDS Chief of the Defence Staff
CEFCOM Canadian Expeditionary Force Command
CF Canadian Forces
CF EXPRES Canadian Forces Exercise Prescription Program
CFPSA Canadian Forces Personnel Support Agency
CMP Chief of Military Personnel
CMTFE Common Military Task Fitness Evaluation
CPR Cardio pulmonary resuscitation
CPSP Chief Personnel Support Programs
CSTF Canadian Standardised Test of Fitness
DAOD Defence Administrative Orders and Directives
DFit Director of Fitness
DND Department of National Defence
DRDC Defence Research and Development Canada
ix FORCE Fitness for Operational Requirements of CF Employment
HPR&D Human Performance Research and Development
LFC Land Forces Command
LFCPFS Land Forces Command Physical Fitness Standard
LOSV Light over snow vehicle
mCAFT Modified Canadian Aerobic Fitness Test
MPFS Minimal Physical Fitness Standard
Op Operation
PPE Personal Protective Equipment
PSP Personnel Support Programs
SCBA Self Contained Breathing Apparatus
SD Standard Deviation
SID Strategic Initiating Directive
Sitrep Situational report
SME Subject Matter Expert
SMHP Senior Manager Human Performance
U of S Universality of Service
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EXECUTIVE SUMMARY
Strategic initiating directive #04/10 (Minimal fitness standard research – Project FORCE), signed by Chief of Military Personnel on 30 June 2010 directed the Human Performance Research and Development team within the Director General Personnel and Family Support Services to begin work on the revalidation of the current minimal physical fitness standard of the Canadian Forces (CF). Given the Canadian legal and Human Rights context, the development of such occupational fitness standards is a lengthy and intricate process involving 3 main phases: 1. Identifying the essential components of the job 2. Determining the capacities required for the safe, efficient and reliable performance of the job tasks; and 3. Developing a means of assessment to determine whether an employee has the capacity required to perform the essential components of the job This report deals solely with the first phase of research, the identification of essential, common tasks which could be expected of all CF Personnel regardless of environment, occupation or rank. In order to elucidate these tasks, several sources of information were utilized to populate an initial list of tasks have been performed by any CF personnel in the past 20 years. These included exhaustive literature reviews, daily situational reports from operations, media reviews, post mission debrief surveys and interviews and data gleaned from past and concurrent projects. From these and other sources, a list of 72 roles performed by CF personnel was generated (e.g., casualty evacuation, securing an area, establishing a temporary camp). These tasks were then submitted to 2 panels of subject matter experts; one representing experience in expeditionary force deployments (under Canadian Expeditionary Force Command) and the other representing experience in domestic deployments (under Canada Command). Using the TRIAGE (Technique for Research of Information by Animation of a Group of Experts) framework for the attainment of consensus within a group of experts, participants participated in 2 day focus groups wherein they were asked to reduce the list of roles to those which could realistically be expected of all Canadian Forces personnel. Once this list was established, roles were expanded into their component tasks which were in turn described in terms of physical demands and rated on a scale of 1 6. The lists of component tasks were amalgamated where duplicate, as well as tasks with very low demands ratings, were eliminated. Following input from the Project Management Team, the Research Committee further refined the tasks based on criticality, physical demands and biomechanics. The resulting final list
xi of common, essential, physically demanding roles and associated tasks in the Canadian Forces is shown in the table below.
Role Task Protect/defend oneself or Erect pickets and affix wire equipment/ establishments Sentry/Foot patrol Escape to Cover when under fire Build a 3 walled protective shelter with sandbags Rescue other CF personnel or Extract casualty from vehicle and drag to safety members of the general public Navigate stairs with casualty Carry casualty on stretcher and load onto back of truck Clear building rubble/debris to rescue casualties General military duties Debris clearing for landing zone Lift and carry jerry cans of water/fuel Dig ablution facilities Fill and place sandbags in a flood relief situation Dig a wildfire break
It is the assessment of the research team that the tasks identified reflect the tri force nature of the Canadian Forces as well as the mandates of the principal force employers. The common and essential nature of the retained tasks was asserted by SMEs in a way which simultaneously reflects the common demands placed on CF personnel and meets the criteria for acceptance as a BFOR in a court of law.
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STATEMENT OF WORK
The Strategic Initiating Document (SID) at Appendix D contains the statement of work for this project. Signed by the Chief of Military Personnel of the Canadian Forces, this documents directs the Human Performance Research and Development (HPR&D) team to “Develop one common physical fitness standard for all military personnel. The new MPFS (minimal physical fitness standard) shall be representative and relevant to CF operations. The work will include validating the current Common Military Task Fitness Evaluation to support U of S (Universality of Service), addressing shortcomings in the current CF EXPRES (exercise prescription program) and be scientifically and legally defensible as the CF BFOR (Bone Fide Occupational Requirement). This directive represents a reorientation from the three environmental fitness standard projects outlined in the CF Health and Physical Fitness Strategy (2008). Feedback from Environmental Chiefs of Staff received in June 2009 indicated a willingness to adopt a universal standard across the CF. In addition, the SID lays out the role of the Project Management Team (PMT). In essence, this body’s contribution is one of guidance and facilitation for the research team. It is described as “chaired by the Director of Fitness (DFIT), comprised of operational level representative from key stakeholders (i.e. ECs, D Law Mil Pers, DMCPG, D Med Pol, DMCA, DHRD) …(the PMT)… shall provide the research team with required guidance, information and access to CF personnel for research volunteers. The PMT will be responsible for review at each major milestone; they will approve biannual research reports to be submitted to the SRB. Detailed membership of the PMT is outlined at the end of Appendix D. Once approved by the PMT, the output of each of the three phases of research will be presented as a decision brief at Armed Forces Council (AFC) in order to ensure acceptance and support at the highest level of the Canadian Forces. This Phase I report was submitted in draft form to the PMT in Nov 2010 and formed the basis for a decision brief to AFC in Jan 2011. Established timelines call for a Phase II report to be tabled in Nov 2011 (with a brief to AFC shortly thereafter) and a Phase III report in late 2012 with a final brief to AFC in March 2013. Pending final approval by AFC, it is expected that the CF will be in a position to initiate implementation of its new minimal physical fitness standard (MPFS) as training objective in April 2013.
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1.0 BACKGROUND
According to Defence Administrative Orders and Directives (DAOD) 5023 0 entitled Universality of Service, the “mission of the Department of National Defence (DND) and the Canadian Forces (CF) is to defend Canada, its interests and its values, while contributing to international peace and security”. This applies for all Regular Force personnel and Primary Reserve personnel currently enrolled in the CF. The principle of Universality of Service, often referred to as the “soldier first” principle requires that all CF personnel be able to perform general military duties and common defence and security duties in addition to their military occupation or occupational specification. The concept of Universality of Service and the ability to identify tasks that all CF personnel may be required to complete is tenuous for many CF personnel. Furthermore, in reviewing case law it seems as though a task does not have to be likely in order for the CF to include it in the Universality of Service standards. In Jones v Canada (Attorney General), [2009] F.C.J. No.84, “the low likelihood of being deployed cannot trump the Universality of Service principle” and “it did not matter whether Mr. Jones was likely or not to be deployed, and if so, where he would be posted”. Therefore, tasks common to all CF personnel may include those that they may or may not be required to complete in their daily work requirements, during deployment or during special operations. DAOD 5023 1, Minimum Operational Standards Related to Universality of Service outlines the current requirements of CF personnel: 1. Be physically fit. This requires CF personnel to achieve the common fitness requirements of the general military service as evaluated by the CF minimum physical fitness standard. This test is based on five common military tasks: • High low crawl; • Sea evacuation; • Entrenchment dig; • Casualty evacuation; and • Sand bag carry.
15 2. Be employable . This requires CF personnel to be able to complete all common operational core tasks. Members must be able to: • Fire and maintain a personal weapon; • Conduct individual nuclear, biological and chemical (NBC) drills; • Perform simple NBC monitoring; • Provide initial fire fighting response to fire fighting emergencies; • Administer first aid; • Perform cardiopulmonary resuscitation; • Perform drill; • Communicate using a radio; • Prepare written military correspondence; • Secure and lock up work areas; and, • Enforce hygiene and sanitation. 3. Be deployable . This requires personnel to ensure no medical limitation that would prevent deployment. Members must be able to: • Perform duties in the full variety of geographical locations and climatic conditions in any physical environment; • Deploy on short notice; • Sustain irregular or prolonged working hours; • Sustain irregular or limited meals; • Travel as a passenger in any mode of transportation; • Perform duties under physical and mental stress; • Perform duties with minimal or no medical support; and, • Perform effectively without critical medication.
16 1.1 OVERVIEW OF PHYSICAL FITNESS IN THE CANADIAN FORCES A series of Defence Administrative Orders and Directives (DAOD 5023 1, 5023 2) further expand on the first element of Universality of Service, the requirement to be physically fit. DAOD 5023 1 states that the fitness level of CF personnel is to be assessed annually and that personnel are required to achieve the minimum physical fitness standard (MPFS) (DAOD 5023 2, Physical Fitness Program). The CF MPFS are the general CF physical fitness standards which are applicable to all CF personnel regardless of gender, age, or occupation.. Although it is recognized that certain environments and CF occupations may require higher levels of physical fitness, the MPFS is the minimum level of fitness required for service in the CF, once again based on Universality of Service. To this end, CF members who fail to meet the higher level of fitness required by a specific environment or CF occupation, may not be employable in that Environment or occupation but may still be employed in the CF as long as they can meet the CF MPFS. Figure 1 depicts the hierarchical structure of the different levels of physical fitness standards in the CF. As one progresses up the layers of the pyramid from general to environmental to occupational, standards become more specific and contain more simulations rather than predictive elements.
Figure 1 – Hierarchical Structure of Fitness Standards in the CF Task
Occupational Simulation Divers Fire Fighters Joint Task Force 2 Assaulters Search and Rescue technicians
Environmental
Land Forces Command Physical Fitness Standard
General Predictive
Minimal Physical Fitness Standards
Standards Models
17 Between 1983 and 1988, the five common military tasks which eventually came to form the physical fitness portion of Universality of Service were identified by Environmental Chiefs. They were subsequently accepted by Armed Forces Council and the Defence Management Committee as the bona fide occupational requirements for members of the CF. The five common military tasks and standards are depicted in Table 1. Table 1 – Common Military Task Fitness Evaluation Standards Task Performance Criteria Males and Females Males and Females 34 years of age or less 35 yrs of age or greater Land Evacuation 900 seconds 1188 seconds Sea Evacuation 210 seconds 277 seconds Low/High Crawl 140 seconds 185 seconds Sandbag Carry 12 sandbags 9 sandbags Entrenchment Dig 510 seconds 673 seconds The performance criteria on the five common military tasks is gender free based upon the fact that all CF members must be capable of performing the five common military tasks. However, different performance criteria on the five common military tasks for CF members under 34 years of age and members 35 years of age and older exist based upon the fact that members 35 years of age and older were restricted to 90% of maximum heart rate during the research process. This maximum heart rate restriction was in accordance with the American College of Sports Medicine Guidelines (ACSM) for Exercise Testing and Prescription (1986). Since it is extremely time consuming, logistically difficult, and not cost effective to evaluate each CF member annually on the five common military tasks, a physical fitness test battery was developed to predict successful completion of the five common military tasks. Instead of creating a fitness test battery, the CF chose to adopt an existing test battery. The fitness test battery adopted by the CF was the Canadian Standardized Test of Fitness (CSTF) 3 rd edition (Fitness and Amateur Sport, 1987). An empirical model was developed to establish the relationship between the predictor (CSTF) and task performance (five common military tasks). From the fitness profiles of those CF personnel able to pass task criteria, MPFS (gender fair) were established and implemented in 1988. The CF MPFS are depicted in Table 2.
18 In 1994, Project “OP RENAISSANCE” recommended that alternative methods of evaluating the aerobic capacity of CF members be studied to determine an adequate evaluation method which would be more cost effective that the Canadian Aerobic Fitness Test (CAFT) to administer, while preserving the integrity of the CF EXPRES Program. After lengthy consideration of potential alternative tests, the 20 Metre Shuttle Run (20 MSR) (Leger & Lambert, 1982) and the Multi Stage Maximal Aerobic Track Test (MMATT) (Leger & Boucher, 1980) were considered to be the most appropriate mass test alternative methods of evaluation that would satisfy the CF needs. Table 2 Canadian Forces Minimum Physical Fitness Standards Males Females Test Item Under 35 Yrs 35 Yrs Under 35 Yrs 35 Yrs and and Older Older
Predicted VO 2 max 39 35 32 30 (ml/kg 1/min 1) Situps 19 17 15 12 Pushups 19 14 9 7 Handgrip 75 73 50 48 Based upon the alternative aerobic evaluation trials conducted at CFB Borden in 1995, the study team recommended that the CF proceed to implement the 20 MSR as the primary aerobic evaluation methods (Jaenen, Lee, & McKenzie, 1995). In 1996, the CF implemented the 20 MSR as the primary aerobic evaluation method for CF members less than 35 years of age. Subsequently, the CF implemented the 20 MSR as the primary aerobic evaluation method for all CF members. CF Minimum Physical Fitness Standards (2000) As previously discussed, a bona fide occupational requirement is not a static condition, but can vary over time with changing technological advances, and as the essential components of the job change. Thus, the MPFS must be revalidated and upgraded periodically. There are several factors which challenge the validity of the current MPFS and their relationship to the five common military tasks. The following factors provided the rationale for further development and validation of the CF MPFS:
19 • the Canadian Standardized Test of Fitness (CSTF) on which the EXPRES protocols are based, has changed in respect to test battery protocols. Specifically, the bent knee situps have been changed to a paced curl up, a lower body power test (vertical jump) has been incorporated, and the aerobic portion of the test (CAFT) has been modified (mCAFT); • the five common military tasks were identified during the Cold War period and therefore may not be reflective of current military needs. The establishment of common tasks and the operational definition of those tasks require verification to ensure that they are reflective of current job demands; • the current MPFS are based on the 1986 American College of Sports Medicine (ACSM) Guidelines for Exercise Testing and Prescription regarding age restrictions during maximal exercise. The 1995 ACSM Guidelines for maximal exercise and testing have changed substantially, therefore, invalidating the current standards for CF personnel 35 years of age and older. These factors and a ten year old data base necessitated that the standards implemented in 1988 be upgraded and validated. In 1996, the Ergonomics Research Group (ERG) of Queen’s University was contracted by CFPSA to develop and validate MPFS for CF personnel. This project commenced with a verification that the five common tasks identified and utilized in MPFS 1988 remained applicable to military duties. This was completed by a comprehensive review of the contemporary literature related to military exercises and tasks. Results of the media search confirmed that the original 5 common military tasks were representative of military tasks, however, evidence emerged that identified lifting as a major task in military work. To this end, a simulation of a lifting task was created (Jerry Can Lift), resulting in 6 common military tasks (Deakin, Pelot, Smith, and Weber, 2000). Participants in MPFS 2000 were 623 CF personnel stratified by age, gender and fitness level and were tested at three military bases, CFB Trenton, CFB Petawawa, and CFB Shearwater. They ranged in age from 19 to 53 years (mean age was 32.5) and comprised 207 women and 416 men. All participants rotated through seven stations where they performed the six common task simulations and a battery of fitness tests (Deakin et al., 2000).
20 Deakin et al. (2000) used statistical analyses to examine the relationships between performance on the fitness tests and the six common tasks. Analyses were carried out separately by gender, as well as with genders combined. Stepwise regression analyses identified six fitness measures (VO 2max, Sit ups, Push ups, Combined Handgrip, Vertical Jump, and Leg Dynamometer) as significant predictors of task performance whether or not the data for men and women were analyzed separately or combined. From these results, it was concluded that the above mentioned fitness tests should form the basis of the MPFS 2000 Standard. The physical demands of the common tasks were measured by Deakin et al. (2000) for a small selection of participants in order to verify the intensity of the work performed. From these data it was determined that to undertake and sustain a rate of work consistent with the work sample performance, a VO 2max in
excess of 39.4 ml•kg 1•min 1would be required. Participants who achieved a VO 2max of 39.4 ml•kg 1•min 1or greater in the testing were designated as the Target Performance Group. Data from this subgroup provided the basis for the establishment of a performance criterion derived from the fitness test scores. The MPFS 2000 Standard developed by Deakin et al. (2000) was as a single standard for CF personnel, regardless of age, gender, or service. A compensatory model was created for the implementation of the single standard and was based on achieving a minimum composite score based on the six fitness tests
identified as significant predictors of performance on the six common emergency task: VO 2max (20 MSR), Sit ups, Push ups, Combined Handgrip, Vertical Jump and Leg Dynamometer. The composite score for the compensatory model, referred to as ZSUM, was computed as the sum of the standardized scores (Z scores) for each of the six fitness tests, giving equal weight to each of the six fitness tests. An appropriate passing level for the ZSUM score was selected using the Target Performance Group, and a modified scoring system and scoring tables were created to facilitate implementation of the standard. An overall score of 100 points or greater on the MPFS 2000 scoring tables was selected by the Queen’s ERG as a passing score. The compensatory nature of the ZSUM model would permit individuals to achieve the standard in a variety of ways by trading off strengths and weaknesses. To prevent individuals from attaining 100 points without having to complete the entire fitness test battery, minimum passing floors were established for VO 2max, Sit ups, Push ups, and Combined Handgrip. It was recommended by Deakin et al. (2000), that performance below the floors on any of the four tests should result in an automatic failure regardless of overall performance. The recommended floors by the Queen’s University
ERG were 32.6 ml•kg 1•min 1for VO 2max, 15 Sit ups, 9 Push ups, and a Combined Handgrip score of 50 kg. In addition, minimum cutoff levels were recommended for Vertical Jump (26 cm) and Leg
21 Dynamometer (79 kg) below which performances receive a score of zero rather than a failure on the test battery. The proposed MPFS 2000 was rejected by the Environmental Chiefs of Staff and for this reason was never brought to Armed Forces Council. Thusly, to this day, the current minimal physical fitness standard in the CF remains the one developed in 1988. As was described in the Statement of Work section and associated Strategic Initiating Directive, questions have arisen as to its relevance to contemporary operations, hence the need for the current project. Furthermore, advances in scientific methods coupled with a significantly different human rights context further reinforce the requirement to revisit the MPFS as well as the CF EXPRES evaluation widely used to assess it.
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1.2 THE DEVELOPMENT OF OCCUPATIONAL PHYSICAL FITNESS STANDARDS IN CANADA The research and development of CF physical fitness standards is both a lengthy and complex process. This is mainly due to the fact that in Canada, the creation and implementation of any physical fitness standard as a condition of service is governed by the Charter of Human Rights, under bona fide occupational standards for employment (Government of Canada, 1985). The Canadian Human Rights Act (1985) is based on the principle that all individuals should have equal opportunity to employment to build lives for themselves and have their needs accommodated without being hindered by discriminatory practices. The Act clearly prohibits employment practices and policies that discriminate against individuals on the basis of race, national or ethnic origin, colour, religion, age, sex, sexual orientation, marital status, family status, disability or a pardoned conviction (Government of Canada, 1985). An important exception to these prohibitions, given in paragraph 15 (1a) of the Act, states that “it is not a discriminatory practice if any refusal, exclusion, expulsion, suspension, limitation, specification or preference in relation to employment is established by an employer based on a bona fide occupational requirement” (Government of Canada, 1985). This is an extremely important clause, as the imposition of any physical fitness standard inherently limits employment and will result in adverse impact on certain groups of potential employees. “Specifically, women and individuals of certain nationalities (e.g. Hispanics and Asians) will be under represented in all occupations where a physical occupational standard exists” (Deakin, Pelot, Smith, & Weber, 2000). The fundamental principle behind human rights legislation is that persons should be assessed on their own individual merit and capacities and not on assumptions based on their membership in a particular group. Thus, any standard which is used to screen out individuals from employment is a departure from this fundamental principle. BFORs are an exception to this principle, and prior to developing or applying a fitness test, an employer should carefully consider the requirement for such (Eid, 2001). Therefore, to ensure compliance with the Canadian Human Rights Act, the research, development and implementation of any physical fitness maintenance standard for Canadian Forces members must be based on a bona fide occupational requirement (BFOR). A BFOR is defined as “a condition of employment imposed in sincere belief that it is essential for safe, efficient and reliable job performance” (Government of Canada, 1985). Three key factors determine whether a BFOR exists. The employer must identify (i) the essential components of the job; (ii) the capabilities required for safe, efficient and reliable performance of the job tasks; and (iii) a means of assessment to determine whether an employee has the capacity required to fulfill these requirements (Government of Canada, 1985).
23 The responsibility and accountability for determining the need, design, development and implementation of a BFOR resides with the employer. Further, it is up to the employer, as part of the risk management process/program to establish the rationale for using a BFOR and to approve both the development process and implementation strategies (Gledhill, & Bonneau, 2001). Policy for the development of a BFOR requires that decision be objective and based on expert opinion and scientific evidence when available. The detailed nature of tasks to be performed, existing work place conditions and the effect of those conditions on employees must be taken into consideration. If evidence collected demonstrates that the existing work environment can be changed to accommodate differences in capacity to perform the job, then a BFOR does not exist. Therefore, a BFOR is not a static condition and can change over time with advances in technology. For this reason, any BFOR must be updated and re evaluated periodically (Government of Canada, 1985). Employers should expect an employee to perform consistently under all circumstances reasonably likely to occur on the job (Government of Canada, 1985). For example, a soldier must be capable of fighting a war by day or night regardless of season, weather or terrain. While employees are required to perform occupational tasks in a safe manner, a job may not be refused simply because safety risks are present, since most life activities pose some degree of risk. Individuals may accept risk to self, but have the rights to be informed of all such risks. Moreover, these risks must be justified by the employer. If these criteria are met, then risk to self is not a legitimate basis for a BFOR. The only way personal risk can be considered a valid BFOR is if the risk is undue or if the individual is incapable of understanding the risks and the likelihood of their occurrence (Government of Canada, 1985). The Act (1985) also states that it should be the right of the individual to make an informed decision as to whether or not to accept the employment. A health or safety risk can constitute a BFOR depending upon both the likelihood of the illness or injury and the potential damage or injury which could result. The Canadian Human Rights Commission believes that the health and safety of others is of paramount importance. Therefore, injury to an employee’s co workers or the public should never be risked (Government of Canada, 1985). Employers seeking to maintain safety may err on the side of caution and set standards higher than are necessary for the performance of the work. However, the employer must then be able to demonstrate how failure to attain such a standard would pose a serious safety risk to oneself, colleagues In September 1999, the Supreme Court of Canada (SCC) rendered a landmark decision in which it established specific guidelines to evaluate BFOR tests and standards. This SCC decision, commonly
24 referred to as the Meiorin decision, poses further challenges to employers in physically demanding occupations such as policing and law enforcement professions. In Meiorin , (1999) the SCC established a new three part test for assessing whether a prima facie discriminatory standard is a BFOR. “An employer will be called upon to justify an impugned standard by demonstrating on a balance of probabilities the following: • that the employer adopted the standard for a purpose rationally connected to the performance of the job; • that the employer adopted the particular standard in an honest and good faith belief that it was necessary to the fulfillment of that legitimate work related purpose; and • that the standard is reasonably necessary to the accomplishment of that legitimate work related purposes. To show that the standard is reasonably necessary, it must be demonstrated that it is impossible to accommodate individual employees sharing the same characteristic of the claimant without imposing undue hardship on the employer” (Meiorin, supra, note 1 at para 54) Meiorin suggests that the employer must show that it is “impossible” to accommodate the group affected without undue hardship: “The term “undue” hardship implies that the employer is expected to assume a significant degree of hardship in accommodating employees. Some of the factors that may be examined in determining whether accommodating individuals would cause the employer undue hardship include: financial cost, relative interchangeability of the workforce and facilities, substantial interference with the rights of other employees. While safety is an issue, the Court has stated that it will consider the magnitude of the risk and the identity of those who bear it (e.g. simply the employee or the employee, co workers, and the public.” (Eid, 2001) In order to address some of the challenges posed as a result of the Meiorin decision, a ‘Consensus Forum on establishing Bona Fide Requirements for Physically Demanding Occupations’ was held in Toronto during the period of 13 16 September 2000. A generic template (guiding principles) was developed based on the consensus of researchers, legal experts, and human resources authorities to guide the development, validation, application, and evaluation of BFORs as they pertain to physical fitness standards. The major steps in this generic template include:
25 Phase 1: Identify the Essential Components of the Job • Job familiarization; • Job Review; • Development of a representative subset of the essential, physically demanding tasks in the job review; Phase 2: Determine the capacities required for the safe, efficient and reliable performance of the job tasks • Characterization of the subset of representative tasks; Phase 3: Develop a means of assessment to determine whether an employee has the capacity required to perform the essential components of the job • Development of a job simulation or “gold standard”; • Development of a test protocol; • Standardization of the test protocol; • Development of performance standards for the test protocol; • Evaluate the results of applying the standards to the performances of incumbents; • Adverse impact analyses on participant sub groups (age, gender, minority status); • Implementation of the test protocol and standard; • Continuously review new technology brought into the workplace and re evaluate protocol. (Gledhill & Bonneau, 2001) While this list is not exhaustive, it provides a sufficient outline to follow throughout the development and implementation of physical fitness tests and standards for physically demanding occupations. These guidelines and CF policy served as the template for the research and development of a physical fitness standard for Canadian Forces members.
26
2.0 METHODS: IDENTIFICATION OF COMMON ESSENTIAL TASKS
As previously described, the process by which a fitness standard is developed or re validated is an exhaustive and resource intensive one. It is divided into three phases, namely (1) the identification of the essential components of the job, (2) the determination of the capacities required to perform these components and (3) the development of a means of assessing theses capacities. The scope of the current report is limited to Phase I of this process for Project FORCE. The majority of the work in Phase I is focused on identifying physically demanding tasks performed in the field by CF personnel, as well as tasks that may not be performed regularly but could be expected of them. In order to elucidate these tasks, several sources of information were utilized to yield an initial list of tasks that have been performed by any CF personnel in the past 20 years. These sources of information included exhaustive document and media reviews (Section 2.1) as well as post mission surveys and in depth interviews (Section 2.2). Once this task list was generated, the challenge remained in identifying which of these tasks could realistically be expected of all CF personnel, regardless of environment, rank, or occupation. To accomplish this step, focus groups were conducted with experts in various types of operations during which they were asked to reduce the initial exhaustive task list to those which they judged to be common, essential and physically demanding (Section 2.3). Throughout the process of information gathering, a distinction was made between roles and tasks . This was mainly done for purposes of classification and contextualization of the large amounts of information gathered. For the purposes of the current project, a role was defined as a result oriented duty or function which could be expected of CF personnel. A task was simply operationalised as a component of a role. For example, the role of “Casualty evacuation” could contain the tasks of extracting a casualty from a vehicle, dragging the casualty to safety, or transporting the casualty on a stretcher.
27 2.1 DOCUMENT AND MEDIA REVIEWS At the outset of this project, three extensive literature reviews were conducted: • The first one was an investigation of major CF domestic civilian assistance deployments which occurred between 1990 and 2010. (Appendix A). The purpose of these missions is to restore or secure the following basic resources from threats of public disorder or natural disasters: Emergency Services, Utilities (Hydro, Gas, Oil, etc), Information & Communications, Banking, Finance, & Insurance, Water Supply, Law Enforcement, Public Health, Important Industries, High Value/Symbolic Targets. The literature search was designed to highlight physically demanding tasks required in such operations. • As a corollary to this concept, an additional review of available documentation was conducted in order to ascertain the national level contingency plans in place in the situation where our national territory would have to be defended from a threat (Appendix B). Few if any domestic operations have ever needed to fully execute such plans. It is for this reason that a separate analysis was required to identify what could be expected of personnel in this situation. A majority of the information contained in this literature review stems from exercises designed to simulate an attack rather than on specific missions/operations. • The third review of available documentation focused on CF involvement in military operations and exercises outside of Canada (Appendix C). All major, well documented events between the years 1990 and 2010 were included, provided they reported physical demands beyond daily office work. Over the course of these 20 years, the CF was involved in a variety of military activity abroad ranging from humanitarian work, peace keeping missions to fighting the war on terrorism. The purpose of this involvement was to restore or establish democracy, law and order and to help relieve the humanitarian crises in the aftermath of natural disasters and wars.
In cases where major operations were unfolding at the time of the project and little supporting documentation was available, the research team was granted access to daily situational reports (sitreps) from the field. These often raw and unedited documents contained a plethora of information on tasks performed in the field. Sitreps were obtained for typical days during Op HESTIA (Canada’s contribution to the relief efforts in the immediate aftermath of the earthquake in Haiti in February 2010).
28 As well as reviewing print documents, HPR&D research assistants were constantly monitoring a variety of media outlets for images and reports of physically demanding tasks being performed in the field during contemporary operations (e.g., Op PODIUM, Op HESTIA, Op LAMA, Op CADENCE). In addition to civilian news agencies, (both Anglophone and Francophone) this included in depth searches of Combat Camera, YouTube, military blogs and forums as well as general internet searches. The objective of this data collection was to amass a library of several hundred images and descriptions which could be used to inform the process (add to the list of tasks) as well as to prompt subject matter experts in subsequent steps. When not already reflected in the list of tasks from the document and media reviews, roles/tasks contained in the current CMTFE and those which were determined to be common in the 3 environmental projects (Internal unpublished documents, 2008 2009) were added. 2.2 POST MISSION SURVEYS AND INTERVIEWS With the assistance of the environmental chains of command, post mission surveys were administered to 449 personnel who had recently completed operations in order to obtain first hand information on the tasks that had been performed (Appendix F). Participants included personnel who had been involved in Op CADENCE, Op ASSISTANCE, Op PEREGRINE, Op PODIUM and Op HESTIA. Surveys were completed either face to face with a research team member or via e mail. Questions were mainly focused on the frequency at which they had performed or witnessed a variety of tasks including casualty evacuations, crowd control, construction, clearing debris etc. The tasks included in the checklist consisted of the information obtained from the media and literature reviews. As post mission surveys were returned and analysed, personnel who had been on several deployments or who had performed particularly demanding tasks on operations were invited to take part in 30 minute face to face interviews (Appendix F). This phase of research was approved by DRDC’s HREC and all participants signed informed consent forms. The purpose of these interviews was to expand on the tasks that had been reported in the suveys and obtain information on a broader scope of parameters for each one. Questions in the structured interview dealt with more specific frequencies, duration, pace, loads, and influencing/environmental factors.
29 2.3 TRIAGE GROUPS Steps 2.1 2.2 yielded a list of roles performed by CF personnel in the field over the past 20 years. The next step included determining which of these roles could realistically be expected of all CF personnel regardless of occupation, rank or environment. In order to solicit expert opinion in identifying the essential and physically demanding roles that are common to all CF members, separate TRIAGE groups (Technique for Research of Information by Animation of a Group of Experts) were held with senior level personnel with experience planning Canadian Expeditionary Force Command (CEFCOM) and Canada Command (CANADA COM) deployments. Participants for the TRIAGE group were to be identified with the help of the PMT based on experience in theatre in a wide variety of operations. In general, participants were at the Capt to Lieutenant Colonel rank and possessed significant experience in the planning and execution of either domestic or expeditionary deployments. It was requested that between 6 10 participants be present at each group. TRIAGE is a research technique based on the attainment of a group consensus. It is a structured and inductive method of data collection comprised of a series of formal, successive steps (Gervais, Pépin & Carrière 2000). The objective of TRIAGE is to quickly and efficiently supply first hand information for decision making or to feed into further research steps (Gervais & Pépin, 2000). As with traditional focus groups, a TRIAGE group seeks not to explain widely generalisable phenomena but rather to obtain expert advice on a particular topic in a specific context accepting that the unique experience of each participant will inherently shape the opinions and viewpoints expressed. The decision was made to hold two separate groups rather than one combining representatives from the two force employers. The main reason for this was that the TRIAGE group, as previously mentioned is predicated on the attainment of a consensus. It may not have been realistic to ask personnel CEFCOM who may have limited experience in domestic operations to join a consensus and approve roles involving Aid to other government agencies in Canada, for example. It was therefore felt it would be more prudent and more conducive to the attainment of true informed consensus to hold 2 groups and merge all retained roles/tasks into one master list at the end. TRIAGE is made up of three distinct steps. The first step is one of Preparation , wherein the research team designed the questions and established working definitions of the elements to be posed to the participants. Secondly came the phase of Individual Production where the participants in the TRIAGE group were asked to provide a list of 3 5 roles that they personally judged to be common, essential and
30 physically demanding. These roles were added to the list of roles derived from the review of literature, the current five common tasks used as the MPFS and information obtained from the previous environmental projects. All roles were collated into a large list (72 roles) and formed the basis for the Interactive Production Phase. The final step, the Interactive Production phase, consisted of a two day group session based on participant interaction and accompanied by important visual support wherein roles were moved through successive columns on a screen as they gained approval by the group. Day 1: AM The Interactive Production step was the object of the first morning of the 2 day group consultation exercise. Participants were welcomed, briefed on the project and the TRIAGE process and were given the opportunity to pose questions. Once all participants were comfortable with the process and some key definitions, the TRIAGE process was commenced. In the Interactive Production step, each of the roles was moved from its starting location on the screen (the Dynamic Memory) through Combination/Separation (where similar roles were combined or complex roles were broken into smaller components) and either to “Selection” (role retained as essential, common and physically demanding) or to the “Garbage” (role dismissed). Roles where consensus was not achieved at the outset were placed in the “Fridge” and returned to at a later time when the group had had a chance to decide on other roles and gain experience with the process. If at any time it was felt that the group assembled lacked the expertise to judge a certain role, this role was placed in the “Veto” column and submitted to a panel of specific SMEs for their analysis. Figure 2 shows a sample of the TRIAGE board with the various columns. Day 1: PM In the afternoon of Day 1, from the roles that attained the “Selection” column, members were be asked to identify component tasks that comprised this role. For example within the role of a casualty evacuation, members identified the specific tasks of an extrication from a vehicle, dragging a casualty and carrying a casualty on a stretcher.
31 Figure 2 – TRIAGE board columns. Day 2: AM/PM The second day of the group consultation exercise was focused on describing the demands of each task identified at the end of Day 1. For each component task of the retained roles, the SMEs were asked for specific parameters such as weights, distances, paces, duration, loads and heights which could be realistically expected of all CF personnel. Once a “realistic scenario” was established and agreed upon by the group, each task was rated in terms of overall physical demands on a scale of 1 6 (where 1 represents very easy work and 6 represents very hard work) using the Option Power® group rating system with individual keypads (Options Technologies Interactive v3.2, Orlando FL). When rating each scenario, SMEs were given the anchors of a 1 representing the effort associated with sitting at their desk answering e mails and 6 being the most physically demanding work they could imagine.
32 Tasks with a physical demands rating inferior to 3.5 were eliminated from the list. A rating of 3.5 was chosen in order to retain only those which had been judged “Somewhat hard”, “Hard”, or “Very hard” by the SMEs. In this way, any task having received a mean rating of “Somewhat easy”, “Easy” or “Very easy was eliminated from the lists. A 6 point scale (Figure 3) was used to minimize the central pooling effect often seen with a scale which contains a “middle” option (Chang 1994). In this case, the even numbered option scale forced participants to decide whether they judged the task to be “Somewhat easy” or Somewhat hard”. Figure 3 – 6 point scale used by SMEs to rate the physical demands of retained tasks.
1 2 3 4 5 6 somewhat somewhat very light light hard very hard light hard Once the rating was completed, light demand tasks were removed from each list. The two lists were subsequently merged and duplicate tasks eliminated. In a case where duplicate tasks had slightly different parameters in terms of paces, distances, or weights, both scenario descriptions were retained for consideration in Phase II. In the case where one group rated a task above 3.5 and the other group rated it lower, the task was retained in the combined list. The tasks in the combined list were then stripped of their original role and re categorised into 5 broad categories of tasks as suggested by the SMEs in the TRIAGE Groups. These tasks were presented to the Project Management Team and in accordance with feedback obtained, the task list was further refined by the Research Committee (see Appendix D for details on the composition of these 2 bodies).
33
3.0 RESULTS – ROLES AND TASKS IDENTIFIED
From the methods described in Sections 2.1 2.2 an initial list of 72 roles was populated, reflecting demands placed on CF personnel between the years 1990 and 2010. These roles are presented based on the sources of information from which they were gleaned. As such, the results chapter is subdivided into 3 main sections. The first section (3.1) contains tasks and roles that were obtained from all published sources of data. Representing the outcome of the methods described in Section 2.1, this includes information from DND reports, sitreps, media outlets, and official CF websites (see appendices A, B and C for further detail on literature reviews and the sources on which they are based). Section 3.2 contains the results and tasks obtained from the post mission surveys and subsequent in depth interviews. Demographic information on respondents as well as the frequency at which a variety of physically demanding tasks were performed on Ops HESTIA, PODIUM and LAMA can be found in this section. As described in detail in the methods section, once the results from all sources of information were compiled (Sections 3.1 and 3.2), the list of roles was submitted to a panel of experts to determine which roles/tasks could be expected of all CF personnel. The results of their deliberations are presented in Section 3.3. 3.1 DOCUMENT AND MEDIA REVIEWS Table 3 contains a list of all the roles identified in the three literature reviews, the media reviews and the sitreps which could potentially have a physically demanding component. Once the roles form the three sources of information were compiled, the roles and tasks identified were divided into the 9 categories of: 1. Health Services / Coroner / Mortuary 2. Social Services / Disaster Relief 3. Rescue firefighting 4. Transport 5. Law Enforcement / Security / Peacekeeping 6. Engineering, Communications and Construction 7. Hazardous Material Handling 8. Disaster Assistance Relief Team duties 9. Combat and Reconnaissance
34 Table 3 – List of roles and associated tasks identified in the document reviews Role Physical Task(s) Health Services / Coroner / Mortuary Collection, and evacuation to available facilities Transfer patients from hospitals to make room for the injured Temporary storage or removal of dead, possibly out Transport/move bodies of the operational area to where appropriate temporary morgue can be established Provision of medical support/ Delivery of emergency Move/Load/Unload supplies medical supplies Safeguarding of public health Water treatment / security / vaccinations Emergency life saving treatment Cardio pulmonary resuscitation (CPR) Administer first aid Casualty Evacuation Social Services Disaster Relief Establish feeding units for prep and service Build tents Transfer/Load/Unload supplies and equipment Construction Coordinate/provide/inventory/defend habitable Build tents and/or temporary shelter. Build shelter Move supplies Construction – wrench/screwdriver work Provide urgent transport support with available Move supplies ground or air resources Assist in restoring facilities required for emergency Construction / electrical / mechanical / water purification response by local and provincial governments Protect facilities and resources Snow removal Filling sand bags Move/pack sandbags Provision of potable water Moving water Coordinate/establish/provide hygiene arrangements Build hygiene stalls Move/Load/Unload supplies Construction Coordinate/establish/provide clothing Move/Load/Unload supplies Safeguard, collect, distribute essential supplies and Move/Load/Unload supplies materiel;
35 Clearance of debris, rubble and dangerous items from Uprooting trees public facilities and other areas to allow for rescue, Move items evacuation or the restoration of essential services Rescue Fire Fighting Assist/provide basic rescue assistance/light rescue Casualty/Stretcher evacuation operations (may involve SCBA) Extinguish or bring under control all fires threatening Controlling fire hose nozzle human life Dragging charged hose Moving extinguisher Sweeping fire with extinguisher Moving foam canisters Possibly wearing personal protective equipment (PPE) Conduct/assist ground searches for missing persons / Walking for long durations foreign objects on flight line Evacuation of individuals in emergency situations Casualty evacuation Stretcher movement Working in confined spaces Transport Coordinate/repair/clear damaged/blocked road Move debris/blockage arteries, and rail, marine and air facilities necessary to the response effort Provision of fuel and fuel distribution Move hoses Move containers Provision of movement control Standing for prolonged periods Provide emergency transportation: ground, air or Building pallets, moving supplies marine Operate and maintain vehicles Climbing in and on vehicles while weighted Manoeuvring in cramped spaces Law Enforcement / Security / Peacekeeping Effect operational command of evacuations Traffic control Standing for long durations High radiant heat load Assist coroner with investigations (cause of death, security of body staging areas, protection of personal effects, identification of bodies) Aid to Civil Power – assume powers and duties of Possible crowd control constables and peace officers. Assist as necessary Detain prisoners (decided by CDS, Minister and Attorney General) for Possible use of force purposes of suppressing or preventing a riot or disturbance
36 Build security fence / Barricades Construction, wrench, screwdriver work Crowd control / Detain prisoners Pushing? on crowds? wearing PPE Patrols on foot Walking for long duration, weight bearing movement, wearing PPE, standing for long durations Manning a defence post Standing for long periods Provide low profile security / Establish perimeter Maintain high response readiness and security Securing an area from looting Construction, wrench, screwdriver work, Fire and maintain personal weapon Long duration, weight bearing movement, wearing PPE Engineering Communication and Construction Provision of resources to meet life saving operational Construction of medical tents requirements Moving Supplies See Social Services section Power generation and limited distribution Erecting fallen power lines, installing generator Provision of sustainment engineering The restoration of interim emergency communication Erecting communication towers, often in remote hostile areas. Erect, maintain protect, (same with FOBS, bases, camps)
Assist/re establish telephone services to give highest As above priority to response efforts, mitigation of human suffering and life threatening situations HAZMAT Provision of NBCD/CBRN expertise and assistance Reconnaissance where no other capability exists to limit extent of Sampling hazardous spills Limited decontamination Advice to 1st responders Control spread Possibly wearing PPE Handle suspicious packages and/or substances Move packages Defence explosive ordnance disposal – preliminary Wearing PPE, carrying cable reels etc reconnaissance/identification Disaster Assistance Relief Team duties Primary medical care to 250 300 patients per day; Dragging or pulling hoses Production of purified drinking water, 50000 litres Carrying water tanks per day (up to 10000 bagged); Limited specialist engineer capability; A command and control structure.
37 Combat and Reconnaissance Advance or maintain a position Fire and maintain personal weapon Secure an area Long duration, weight bearing movement, wearing PPE, Patrol on foot Conducting patrols / canvassing public Intercept hostile force Engage with hostile force Reconnaissance Carrying observation equipment Installing radar equipment
38 3.2 POST MISSION SURVEYS AND INTERVIEWS Survey CF A total of 449 individuals completed the post FIGURE 3 a – Gender distribution of 100% mission surveys, including personnel from all 3 80% environments. Though all were targeted due to 60% their involvement in either Op PODIUM, Op 40% HESTIA or Op LAMA, some had been on other 20% operations (both foreign and domestic) and 0% provided insight based on those experiences as Male Female well. Figure 3b – Age distribution of respondents Figures 3a 3d contain basic demographic data on 50% 40% the sample of survey respondents as well as 30% comparisons to the overall CF population. In 20% general, 86.4% of the sample was male, the mean 10% age was 36.3 yrs (SD:9.2) The distribution 0% between environments was 218 respondents from 17-30 yrs 31-40 yrs 41-50 yrs 51-60 yrs the Navy (48.6%), 89 from the Army (19.8%) and 141 from the Air force (31.4%). The Figure 3c – Environment of respondents disproportionately high response rate from the 60% Navy reflects the fact that personnel from this 50% 40% environment were heavily employed during the 30% three operations in question. The rank 20% distribution showed a tendency towards the lower 10% 0% NCM ranks, which is to be expected in these types Navy Army Air force of deployments. Table 4 shows the frequencies at which the tasks on the checklists were performed within each of Figure 3d – Rank distribution of respondents the three targeted operations. Tasks with a dash 80% rather than a number were judged to be not 60% relevant to the operation. In general, 40% loading/unloading and transporting supplies are 20% 0% the most frequently reported activities across the Junior Senior Junior Senior General three non combat operations in question. NCM NCM Officer Officer
39
Table 4 Frequencies at which physically demanding tasks were reported during Ops PODIUM, HESTIA and LAMA. Never: Neither performed nor witnessed Wit: Only witnessed others performing did not perform Rare: Performed rarely Reg: Performed regularly N (%) Op PODIUM Op HESTIA Op LAMA Never Wit Rare Reg Never Wit Rare Reg Never Wit Rare Reg Casualty 211 9 13 6 49 18 50 17 26 1 0 0 Evacuation (75.1) (3.2) (4.6) (2.1) (35.0) (12.9) (35.7) (12.1) (92.9) (3.6) (0) (0) Building 26 16 43 48 13 7 3 5 deconstruction (18.6) (11.4) (30.7) (34.3) (46.4) (25.0) (10.7) (17.9) Building 17 22 38 56 15 7 1 4 construction (12.1) (15.7) (27.1) (40.0) (53.6) (25.0) (3.6) (14.3) Shelter 188 19 21 13 34 22 32 45 4 10 7 5 construction (66.9) (6.8) (7.5) (4.6) (24.3) (15.7) (22.9) (32.1) (14.3) (35.7) (25.0) (17.9) Load/unloading 103 7 71 72 4 3 19 108 0 7 5 15 supplies (36.7) (2.5) (25.3) (25.6) (2.9) (2.1) (13.6) (77.1) (0) (25.0) (17.9) (53.6) Transporting 103 7 72 71 15 3 23 94 2 10 3 13 Supplies (36.7) (2.5) (25.6) (25.3) (10.7) (2.1) (16.4) (67.1) (7.1) (35.7) (10.7) (46.4) Digging latrines, 44 31 38 20 21 2 4 0 pits, wells (31.4) (22.1) (27.1) (14.3) (75.0) (7.1) (14.3) (0) Unloaded 51 17 21 42 15 3 5 4 patrols (36.4) (12.1) (15.0) (30.0) (53.6) (10.7) (17.9) (14.3) Loaded 53 21 20 36 23 2 0 2 patrols (37.9) (15.0) (14.3) (25.7) (82.1) (7.1) (0) (7.1) 167 41 13 32 39 41 10 43 5 11 1 11 Security (59.4) (14.6) (4.6) (11.4) (27.9) (29.3) (7.1) (30.7) (17.9) (39.3) (3.6) (39.3) Crowd 210 21 11 1 44 33 13 42 19 2 4 3 Control (74.7) (7.5) (3.9) (0.4) (31.4) (23.6) (9.3) (30.0) (67.9) (7.1) (14.3) (10.7) Using hydraulic / 175 13 19 37 27 21 35 48 6 11 3 8 heavy tools (62.3) (4.6) (6.8) (13.2) (19.3) (15.0) (25.0) (34.3) (21.4) (39.3) (10.7) (28.6) Road/bridge 93 29 8 1 8 9 1 10 construction (66.4) (20.7) (5.7) (0.7) (28.6) (32.1) (3.6) (35.7)
40
In addition to the tasks from the checklist reported in Table 4, several demanding tasks were offered or specified by the respondents either in the survey or the subsequent interviews. These roles/tasks were eventually added to those presented to the SMEs on Day 1 of the TRIAGE Group. These additional tasks included • Building a temporary camp • Setting up a command base • Casualty evacuation from the window of a vehicle. • Operating in or near water • Filling and stacking sandbags in a flood relief situation A total of 99 in depth interviews were conducted with personnel of all 3 environments who, based on their responses to the survey, had significant experience with demanding tasks on operations. In addition to populating the list of potentially common roles for SME consideration, the results of a preliminary cursory analysis of this information was used to prompt SMEs on day 2 of the TRIAGE group when they were establishing likely scenarios for the common tasks retained. The in depth qualitative information obtained during these interviews will be firther analysed to feed into Phase II of the project. More specifically, the information will serve to guide the research team and SMEs in establishing realistic simulations of selected tasks in order to begin quantifying their physical demands. 3.3 TRIAGE GROUPS By combining and integrating all the data obtained in 3.1 3.3, an identical list of 72 roles was fed into the each of the 2 TRIAGE groups, one with representatives from CEFCOM and one with representatives from CANADA COM (personnel with significant experience in planning domestic missions and operations). Table 5 contains all the roles that were offered to the SMEs during the TRIAGE Group for consideration as to their common and essential nature. The origin column indicates from where the role was obtained. This includes Doc (all written sources of documentation including literature, media and operational sources), CMTFE (the current common military task fitness evaluation), Surv/Int (Information from the 449 surveys and subsequent 99 interviews which were conducted) and Env Proj (the three environmental projects which were undertaken in 2007 2009 to determine common tasks within each of Navy, Army and Air force). Note that if the same role was obtained from several sources, only the most complete or broad role statement was retained.
41 Table 5 Roles offered to SMEs for considerations Origin Role Doc Advance or maintain a position CMTFE Escape to cover when under fire Doc Secure an area Doc Patrol on foot Dismounted Patrolling Doc Intercept hostile force Doc Engage with hostile force Doc Perform urban defence and combat operations Doc Reconnaissance CMTFE Dig a personal protection hole CMTFE Casualty evacuation in hostile situation Doc Primary medical care to 250 300 patients per day; Doc Production of purified drinking water Doc Provision of water or sewage facilities (latrine, pit, well, culvert) Doc Building construction/deconstruction in aftermath of disaster or combat operations Doc Restoration/pro vision of interim emergency communication Doc Assist/re establish telephone services to give highest priority to response efforts, mitigation of human suffering and life threatening situations Doc Provision of NBCD/CBRN expertise and assistance where no other capability exists to limit extent of hazardous spills Doc Handle suspicious packages and/or substances Doc Defence explosive ordnance disposal – preliminary reconnaissance/identification Doc Collection and evacuation of casualties to available facilities Doc Temporary storage or removal of dead, possibly out of the operational area to where appropriate temporary morgue can be established Doc Provision of medical support/ Delivery of emergency medical supplies Doc Safeguarding of public health Doc Emergency life saving treatment Doc Effect operational command of evacuations Doc Securing an area from looting Doc Traffic control Doc Assist coroner with investigations (cause of death, security of body staging areas, protection of personal effects, identification of bodies) Doc Aid to Civil Power – assume powers and duties of constables and peace officers. Doc Build security fence / Barricades
42 Doc Crowd control / Detain prisoners Doc Patrols on foot Doc Manning a defence post Doc Provide low profile security / Establish perimeter Surv/Int Load/unload supplies from vehicles Surv/Int Setting up a command base / Building a Camp Doc Assist/provide basic rescue assistance/light rescue operations (may involve SCBA) Doc Extinguish or bring under control all fires threatening human life Doc Conduct/assist ground searches for missing persons / foreign objects on flight line Doc Evacuation of individuals in emergency situations Env Proj Shipboard firefighting Env Proj Shipboard casualty evacuation Doc Establish feeding units for prep and service – food distribution Doc Clearance of debris, rubble and dangerous items from public facilities and/or major arteries to allow for rescue and evacuation of casualties Surv/Int Clearance of debris, rubble and dangerous items from public facilities and/or major arteries to allow for the restoration of essential services Surv/Int Operate near/in water Surv/Int Flood relief/prevention (sandbags) Doc Defend habitable and/or temporary shelter. Doc Provide urgent transport support with available ground or air resources Doc Assist in restoring facilities required for e mergency response by local and provincial governments Doc Protect facilities and resources Doc Provision of potable water Doc Coordinate/establish/provide hygiene arrangements Doc Coordinate/establish/provide clothing Doc Safeguard, collect, distribute essential supplies and materiel; Doc Assist in repairing road arteries, bridges, rail, marine and air facilities necessary to the response effort Doc Provision of fuel and fuel distribution Doc Provision of movement control Doc Provide emergency transportation: ground, air or marine Doc Operate and maintain vehicles Surv/Int Be a passenger on various air/water craft Surv/Int Perform overturned watercraft manoeuvres Env Proj Load cargo pallet onto aircraft/ transport vehicles
43 Env Proj Pallet build up and tear down Env Proj Board ship from small watercraft Env Proj Store ship Env Proj Heave lines/hawser Env Proj Cut shoring Env Proj Emergency Fuel an armoured vehicle Env Proj Casualty Evacuation/extraction from hatch of armoured vehicle Surv/Int Casualty Evacuation/extrication from window of vehicle From this list, 16 roles (yielding a total of 25 component tasks) were retained by CEFCOM and 10 roles (yielding a total of 18 component tasks) were retained during the CANADA COM TRIAGE Group. Tables 6 and 7 contain the roles and tasks retained by each of the 2 SME groups as well as their mean physical demand ratings on a scale of 1 6. Following the merging process (described in detail in section 2.6), Table 8 contains the combined list of categorized tasks retained as well as examples of operations in which they have occurred where possible. This is the list of tasks which was presented to the Project Management Team.
44 Table 6 Roles and tasks retained by CEFCOM and associated physical demands ratings. Role Component Task Rating Protect yourself and others in a hostile Building protective wall with sandbags 4.6 environment Seeking shelter from weapons fire 4.8 Engaging the enemy 5.6 Protect and secure designated CF equipment and Foot patrol 2.2 establishments Establish a defensive position 4.6 Casualty extrication: Hostile Environment Pulling casualty from SUV and dragging to safety 5.4 Navigate stairs with casualty 4.8 Provision of water/sewage facilities Digging ablution facilities 4 Setting up a camp/command base Erecting shelter 3.2 Debris clearing 4.2 Building sandbag walls 4.6 Placing posts laying wire 3.6 Protecting self and others in a hostile NBCD Sentry duties in MOPP 4 PPE. 3.4 environment Evacuation of casualty using a litter Stretcher carry and load onto vehicle 3.4 Load/unload combat supplies Lift and carry jerry can of water 3.5 Aid to civil authorities Present with fighting order and weapon 2.8 Sandbagging for flood relief 4.4 Extinguish or bring under control fires Use of fire extinguisher 2.2 threatening human life Digging a fire break 4.4 Conduct assist ground search for personnel or Search long distances cross country 3.4 equipment Clearance of debris, rubble to rescue casualties Move building debris 5 Self rescue in water Tread water 2 mins, swim 20m 3.2 Operate and maintain light vehicles Change a tire 2.4 Enter/exit a variety of military equipment Climb from small watercraft to large warship 5.2 Partship hands securing alongside Placing hawser over bollard 2.8
45 Table 7 Roles and tasks retained by CANADA COM and associated physical demands ratings.
Role Component Task Rating Escape to cover when under fire Sprint to shelter and climb over protective obstacle 4.8 Secure an area Static Sentry foot patrol 3.6 Build a sentry post with sandbags 4 Perform base defense duties Erecting pickets and stringing wire 3.6 Casualty evacuation/extraction Extraction from vehicle 4.9 Transporting a casualty by stretcher 3.9 Dragging a casualty away from danger 4.2 Set up a temporary base camp Erect modular tents 2.4 Building sub flooring for a mod tent out of wood 2.3 Clearing a landing zone 4.4 Loading and unloading supplies Carrying Jerry cans of fuel 3.7 Carrying your own kit 2.6 Storing ship 3.7 Firefighting Shipboard firefighting 5.7 Wildlife firefighting 5.4 Conduct/assist ground searches for missing Missing person grid search persons/equipment 3.6 Board ship from small watercraft Climb rope ladder 4.4 Extracting a light over snow vehicle (LOSV) Deadlift a disabled snowmobile 4.9
46 Table 8 Combined list of tasks retained and examples of operations in which they have occurred .
Role Task Op Aid to civil powers Perform ground search for missing persons PEREGRINE Fill and place sandbags in a flood relief situation ASSISTANCE Dig a wildfire break PEREGRINE Rescue other CF personnel or Extract casualty from vehicle and drag to safety ATHENA members of the general public Navigate stairs with casualty Carry casualty on stretcher and load onto truck/helo HESTIA Clear building rubble/debris to rescue casualties HESTIA Debris clearing/clearing a landing zone ROTO 0 Protect/defend designated Erect pickets and affix wire CADENCE establishments/equipment Build a sentry post with sandbags SALON Sentry/foot patrol LAMA Protect/defend oneself Escape to cover when under fire ATHENA Build a 3 walled protective shelter with sandbags ATHENA Engage the enemy to escape ambush situation ATHENA Extracting a disabled LOSV from the snow. NANOOK General military duties Lift and carry jerry cans of water/fuel Dig ablution facilities HESTIA
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4.0 DISCUSSION AND CONCLUSIONS
This phase began with hundreds of sources of information all describing roles/tasks performed by CF personnel over the past 20 years and the objective of narrowing down this list to those which could realistically be expected of all CF personnel. Through the exhaustive review of available documentation (media, literature, sitreps), formal data collection (post mission surveys and interviews) as well as reliance on previously accomplished work (the CMTFE and common tasks already established in each environment) a master list of 72 roles was developed. This list was subsequently submitted to SMEs using the novel approach of the TRIAGE Group and the rating exercise to eventually yield the result. When one compares the lists of roles/tasks generated by the two TRIAGE Groups, it is not surprising to note numerous similarities (Tables 6 7). Whether in a domestic or foreign theatre, items such as evacuating a casualty, carrying sandbags, securing an area, loading/unloading supplies, setting up a temporary camp, and protecting oneself in a hostile situation are universal to all operations. The differences between the two lists mainly lie in that the foreign operations included the need to engage the enemy, whereas the domestic operations had a stronger focus on assistance to other government agencies and base defence duties.
4.1 DISCUSSIONS WITH PROJECT MANAGEMENT TEAM With both lists combined, 17 tasks were presented to the Project Management Team on 3 Dec 2010. These tasks were couched within 5 broad areas of responsibility which could be placed on CF personnel, namely: • Aid to civil power • Rescue other CF personnel or members of the general public • Protect/defend oneself • Protect/defend designated establishments/equipment • General military duties Three additional tasks (Store ship, Shipboard firefighting and Safely board ship from watercraft ) were suggested based on the fact that in the future, passengers onboard Navy ships may take on a more active role (i.e., the Joint Supply Ship concept). This assertion was not confirmed by the Chief of the Maritime Staff chain of command. For this reason, on the advice of the PMT, these tasks were removed from the list.
48 Another issue which was brought forth to the PMT is that of self rescue in water. Many SMEs in both TRIAGE Groups felt that CF personnel should, at the minimum, retain the physical fitness required to complete the Basic Military Swimming Standard (BMSS) throughout their entire career. Since many CF personnel self identify as “non swimmers, it was not clear to the research team how to incorporate this fitness requirement. It would seem incoherent to expect personnel to display the physical fitness required to perform a task if they do not possess the skill to perform it. The lack of clarity of this item is further compounded by the fact that the SMEs had difficulty achieving consensus on a specific scenario in which all CF personnel could find themselves in water without a personal flotation device. In this situation, the PMT recommended that this task not be included in the current list. It was determined that self rescue in water was more a skill element than one of fitness. Furthermore, the Director Medical Policy representative on the PMT explained that the U of S requirement that CF personnel be able to “safely perform duties in or near water” was more related to having a medical condition which could cause someone could fall unconscious unexpectedly and fall into a body of water rather than to swimming skill or fitness. In addition to providing insight on these two points, the PMT had several suggestions for the research team which were taken under consideration and acted upon. They included re wording the names of some roles and tasks as well as some concerns over the sheer number of tasks being carried into Phase II. A final scan of scientific literature and military documents was performed in order to address the concern over the number of tasks. The results of this scan were presented at a Research Committee meeting (see appendix D p161 for composition) which resulted in 4 tasks being removed from the list either because their demands were eclipsed by other tasks or because their common nature was clearly refuted by military doctrine. Roles were also redefined so that only 3 remained. Table 9 contains a summary of the discussion around each task as well as the Research Committee’s recommendation as to whether it should be carried into Phase II for quantification of physical demands. Tasks were assessed based on: • Criticality • Physical demands • Whether they could be evaluated by performance on another task in the list (biomechanical analysis) • Whether it is possible to discern an objective performance standard
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Table 9 – Assessment of tasks by Research Committee.
Evaluated by Objective performance performance Physically on another measurement Role Task Critical demanding task possible MPFS decision FORCE decision Protect/defend Erect pickets Yes Unknown until Unknown until Unknown until This was not included in Carry forth to Phase II. oneself or and affix wire Efficient measured measured measured MPFS Visit BMQ and MBOQ equipment/ work and to ascertain method for establishments protect this task, determine if crown there is a Performance property Objective Sentry/Foot Yes Yes although No Measuring Search Yes, included originally Carry forth to Phase II. patrol not very high for Missing persons in MPFS. Measured by Evaluate demands in also DFIT already for Pilot research LFCPFS Escape to Cover Yes Yes No Yes In MPFS Was sprint Carry forth to Phase II. when under fire 75m carrying weapon, Include engage the enemy stop for 2 secs at 25m within this task. and 50m. Had to Obtain clarification complete in 25 seconds from domestic ops SME and all subjects in pilot TRIAGE members (7F 11M) passed. So this regarding the 6 foot was eliminated. obstacle. Build a 3 walled Yes Yes Unknown until Unknown until Not included Carry forth to Phase II. protective measured SMEs are shelter with consulted sandbags 50 Evaluated by Objective performance performance Physically on another measurement Role Task Critical demanding task possible MPFS decision FORCE decision Rescue other CF Extract casualty Yes Yes No Yes No Carry forth to Phase II. personnel or from vehicle and members of the drag to safety general public Navigate stairs Yes Yes Unknown until Discuss with Evaluated in MPFS as Carry forth to Phase II. with casualty measured SMEs/literature “sea evacuation” Possible Combination /and perform Revisit Focus group to interviews determine more details Carry casualty Yes Yes Unknown until Yes Yes this was included in Carry forth to Phase II. on stretcher and measured MPFS as a stretcher carry Possible Combination load onto back for 1km with Navigate stairs with of truck/helo casualty. Clear building Yes Yes Unknown until May be similar or No this was not included Carry forth to Phase II. rubble/debris to measured the same as LZ in MPFS Possible combination rescue casualties clearing but with with other debris a faster pace clearing tasks. required Discuss with SMEs from HESTIA interviews to ascertain demands
51 Evaluated by Objective performance performance Physically on another measurement Role Task Critical demanding task possible MPFS decision FORCE decision General military Debris clearing Yes Unknown until Unknown/ Unknown Not included in MPFS Carry forth to Phase II. duties for CF for landing zone we have perhaps debris Possible Combination operations and determined what clearing for with other tasks such as assistance to this entails casualty or dig Debris clearing for casualties , other wildfires discuss differences with government SMEs agencies Lift and carry Yes Yes Unknown until Given objective Task in MPFS was as Carry forth to Phase II. jerry cans of measured of 10 jerry cans many as possible in 5 Discuss with SMEs. If water/fuel 25m min norm referencing 10 is too easy, determine way of assessing performance Dig ablution Yes Yes No To be Not included in MPFS Carry forth to Phase II facilities determined although Trench Digging pending SME decision was included in MPFS based on performance measurements Fill and place Yes Loss Yes Possible Unknown need Tested in MPFS for Carry forth to Phase II. sandbags in a of life personal 3 wall to review with flood relief. Norm Possible combination flood relief defence SMEs referencing was with personal 3 wall defence situation employed Dig a wildfire Yes Loss Yes Possible Undetermined, Firefighting was in MPFS Carry forth to Phase II. break of life combination plan to talk to but removed after the Possible combination with clear SMEs with BC pilot subjects performed with Clearing LZ or landing zone fires experience the scenario and there Debris clearing for casualties and/or clear was no distinguishable debris for difference in casualty search performance
52 Tasks which were eliminated from the list and will not be quantified in Phase II Evaluated by Objective performance performance Physically on another measurement Task Critical demanding task possible MPFS decision FORCE decision Perform ground Yes Loss Undetermined, Sentry foot No pass/fail Was in MPFS originally Elimination search for of life likely not patrol demands but determined that missing persons are physical demands were higher/same not sufficient task Extracting a No Need Yes Unknown Unknown This was not included in Elimination LOSV from the special MPFS This should be snow certificatio incorporated into the n from LOSV course for Winter 404s with Warfare LOSV or LOSV learner Build a sentry No, may Yes Yes personal No, this task can This was not included in Elimination post with take days defence 3 wall be performed as MPFS Physical demands will sandbags shelter part of a large measured in flood relief team and self and personal defence paced Engage the Yes Yes Same as Yes See “Escape to cover” Elimination as an enemy to escape “Escape to individual task. Will be ambush Cover” measured within “ escape situation to cover”
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For informative purposes and only where relevant, the decision to retain or reject the task in the MPFS 1988 study is also included in this table. The final column contains the final disposition of the task in the current phase of Project FORCE.
4.2 LIMITATIONS AND RECOMMENDATIONS Though all efforts were made to adhere to an exceptionally high standard of scientific rigor throughout this phase of Project FORCE, all research studies contain limitations and this current one is no exception. The two main issues to be addressed pertain to field access and SME group composition. What follows is a brief description of each of these shortcomings as well as an explanation of what was done by the research team in an attempt to mitigate their consequences. Firstly, despite the occurrence of operations such as PODIUM, HESTIA and LAMA during Phase I of this project, all surveys and interviews relied solely on recall of individuals rather than on firsthand data collection. The unpredictable nature and relatively short duration of Ops HESTIA and LAMA combined with often challenging environmental conditions made it difficult for commands to support a request to send a research team into theatre during these operations. Clearly, the mission at hand had to remain the chief priority of deployed personnel. Extensive interviews, media reviews and sitrep analyses were conducted to mitigate this fact though no secondary source can completely capture what the trained scientific eye would pick up in terms of biomechanics, pacing, influencing factors etc… Secondly many aspects of the CEFCOM TRIAGE Group were out of the control of the research team and though a significant effort was made by CEFCOM personnel to accommodate our requests, some limitations arose. Firstly, the composition of the TRIAGE Group with CEFCOM was taken over by the chain of command. Though 7 9 participants were expected at the Group, only 5 individuals were in attendance. Ideally a TRIAGE Group is composed of between 6 and 10 participants. Extremely high operational demands, including the potential relocation of Camp Mirage, made it extremely challenging for CEFCOM personnel to allocate two days to this exercise in Oct Nov 2010. . Furthermore, there was a complete absence of Navy representation among these 5 participants. In addition all knew each other and were well aware of each other’s rank. Despite the request that the participants attend in civilian dress, participants attended the TRIAGE Group in uniform, creating an inherent hierarchy in the group. As explained by one member of the TRIAGE Group, all participants knew each other and worked together on a daily basis – a situation which civilian dress would have done little to mitigate. On several occasions, it was noted by the research team that the opinions of higher ranking individuals in the CEFCOM group carried more weight and were less likely to be challenged, regardless of which
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participants had more experience with the task being discussed. More aggressive facilitation on behalf of the TRIAGE Group leader as well as informal consultations with CEFCOM personnel from the Navy throughout the process served to moderate the limitations in the composition of the CEFCOM TRIAGE Group. In the domestic operations TRIAGE Group, similar issues did not arise. All 9 participants were selected by the HPR&D project manager and were a better representation of the three environments as well as mission/operation planning experience. Participants attended in civilian dress and, given the decentralized nature of the CANADA COM organisation, were less likely to know each other and be influenced by rank. There were 9 participants in the CANADA COM TRIAGE Group. In order to minimize the presence of these and other limitations in future phases of this project, the following recommendations are offered: • Endorsement of the work completed to date and general direction for Project FORCE should be obtained at the level of Armed Forces Council. • A letter from the CDS should be sent to all environments tasking them to facilitate the identification of SMEs and potential participants for future phases of research (understanding that under Tri council ethical guidelines, each individual’s decision to participate in any research project remains personal and voluntary). • A plan should be established between HPR&D and the force employers (CEFCOM, CANADA COM) to pre approve and facilitate access to unforeseeable operations. In this way, the HPR&D team would not be burdening the various chains of command involved with technical assistance visit requests in the early days of such operations.
4.3 CONCLUSIONS The final list of elements being carried forward to Phase II contains many tasks found within the current CMTFE including carrying sandbags, a land based evacuation of a casualty, escaping from a hostile situation and a digging component (though the two examples of digging reflect different roles and contexts). With all the analogous tasks between the current study and the existing MPFS, it is important to note that equipment, techniques, parameters all appear to be quite different, reflecting evolutions in warfare and technology over the past 20 years. It is important to note that though 13 tasks are being carried forth to Phase II, it would be incorrect to infer that the final test will contain as many elements or reflect as many tasks. In fact, it is expected that
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several tasks will be eliminated due to inferior physical demands when quantified in relation to others on the list. For example, in the case of similar biomechanics, only the heaviest lift will be retained. In the case of a carry, only the longest distance will be retained (assuming similar weights). Similarly only the task with the highest oxygen demand will be used to influence the aerobic portion of the eventual test. Though the research committee was not in a position to make these judgments at the current time, consultation with task specific SMEs as well physiological characterisation of tasks throughout Phase II will more than likely serve to further refine this list. For this reason, it is premature to predict what the final test will include or make any conclusive comparisons to the current CMTFE. Before task specific SMEs are consulted to develop detailed scenarios to be quantified in Phase II, the 13 tasks being carried forward have been broken down into their fundamental physical demands and biomechanics. These include the actions of • Digging • Lifting/carrying • Escaping under fire • Clearing debris • Extracting a casualty • Evacuating a casualty Though this breakdown may not seem intuitive from an operational perspective, it represents a way for the research team to group similar tasks, look for limiting factors within each type of action and identify which tasks may be covered by similar more demanding ones. It is anticipated that this categorisation will facilitate and expedite the quantification process in Phase II Despite the acknowledged limitations in section 4.2, it is the assessment of the Research Committee that the tasks identified in Phase 1 of Project FORCE reflect the tri force nature of the Canadian Forces as well as the mandates of CEFCOM and CANADA COM. The common and essential nature of the retained tasks was asserted by SMEs in a way which simultaneously reflects the common demands placed on CF personnel and meets the criteria for acceptance as a BFOR in a court of law. The very fact that 13 common tasks were elucidated in this phase of research further demonstrates that the physical fitness dimension of Universality of Service remains a relevant concept for the Canadian Forces. Future phases will serve to quantify the physiological demands of these tasks, establish performance standards and determine appropriate protocols to assess personnel against these standards.
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5.0 REFERENCES
American College of Sports Medicine (1986). Guidelines for exercise testing and prescription (3 rd ed). Philadelphia, PA. Lea & Febiger.
Canadian Forces Health and Physical Fitness Strategy (1988). Chief of Military Personnel. Department of National Defence. Ottawa.
Canadian standardized test of fitness (1987) Interpretation and counseling manual. Canadian Association of Sport Sciences Fitness Appraisal Certification and Accreditation Program and Fitness, Ottawa, ON.
Chang L (1994). A Psychometric Evaluation of 4 Point and 6 Point Likert Type Scales in Relation to Reliability and Validity. Appl Psychol Meas . 18(3), 205 215.
DAOD 5023 0 (2006). Universality of Service. Canadian Forces Defence Administrative Orders and Directives. Chief of Military Personnel, Ottawa.
DAOD 5023 1 (2006). Minimum Operational Standards Related to Universality of Service. Canadian Forces Defence Administrative Orders and Directives. Chief of Military Personnel , Ottawa.
DAOD 5023 2. (2008). Physical Fitness Program. Canadian Forces Defence Administrative Orders and Directives. Chief of Military Personnel , Ottawa.
DAOD 5061 0. (1998). Research Involving Human Subjects. Canadian Forces Defence Administrative Orders and Directives. Chief of Military Personnel , Ottawa.
DAOD 5061 1. (1998). Research Involving Human Subjects – Approval Procedures. Canadian Forces Defence Administrative Orders and Directives. Chief of Military Personnel , Ottawa.
Deakin, J.M., Pelot, R., Smith, J. & Weber, C. (2000). Development and Validation of Canadian Forces Minimum Physical Fitness Standard (MPFS 2000). Ergonomics Research Group, Queen’s University, Kingston, Ontario.
Gervais, M., Pepin, G. (2000). TRIAGE: A new group technique gaining recognition in evaluation. Eval J Australia , 2(2), 45 49.
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Gervais, M., Pepin, G. & Carriere, M. (2002). TRIAGE, un maillage possible entre la recherche et la pratique en ergothérapie. Revue québécoise d’ergothérapie , 9(1), 11 15.
Gledhill, N., & Bonneau, J. (2001). Establishing a Bona Fide Occupational Requirement for Physically Demanding Occupations. In Gledhill, N., Bonneau, J. & Salmon, A. (eds). Proceeding of the National Forum on Bona Fide Occupational Requirements (pp. 9 13). Toronto, ON: York University.
Gledhill, N., Jamnik, V. & Shaw, J. (2001). Objectives, Process and Consensus Summary of the National Forum on Bona Fide Occupational Requirements. . In Gledhill, N., Bonneau, J. & Salmon, A. (eds). Proceeding of the National Forum on Bona Fide Occupational Requirements (pp. 1 6). Toronto, ON: York University.
Government of Canada (1982). Bona Fide Occupation Requirements Guidelines. S1/92 3. Ottawa: Canadian Human rights Commission.
Government of Canada (1985). Bona Fide Occupation Requirement and Bona Fide Justification: Interim Policies and Explanatory Notes. S1/92 3. Ottawa: Canadian Human rights Commission.
Jones v Canada (Attorney General), [2009] F.C.J. No.84.
Léger L, Boucher R (1980). An indirect continuous running multistage field test: the Université de Montréal track test. Can J Appl Sport Sci.; 5(2):77 84.
Léger L, Lambert J (1982). A maximal multistage 20 m shuttle run test to predict VO2 max. Eur J Appl Physiol; 49(1):1 12.
Meiorin (1999). British Columbia (Public Service Employee Relations Commission) v. BCGSEU , [1999] 3 S.C.R. 3. SCC Ruling File #26274.
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6.0 APPENDICES
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APPENDIX A: REVIEW OF LITERATURE – CF DOMESTIC CIVILIAN ASSISTANCE DEPLOYMENTS
CANADIAN FORCES DOMESTIC OPERATIONS Relevant to Minimum Physical Fitness Standards Research and Development Prepared by: Phil Newton Date: 12 / 12 / 2009 Last Update: 15 / 01 / 2010 Reviewed by: Mike Spivock Date: / / Approved by: Date: / /
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INTENTIONALLY BLANK
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TABLE OF CONTENTS
EXECUTIVE SUMMARY 56
1.0 PROJECT BACKGROU ND 58
2.0 MILITARY CONTEXT 58
2.1 EXERCISES 58
2.2 OPERATIONS 58
2.3 CANADA COMMAND ( CANADACOM) 59
2.4 CANADIAN OPERATI ONAL SUPPORT COMMAND (CANOSCOM) 59
2.5 POTENTIAL THREAT S 59
3.0 CURRENT STA TUS 62
3.1 FUTURE 63
3.2 PRESENT 63
3.3 PAST 63
4.0 RELEVANT OPERATI ONS OF THE LAST 20 Y EARS 64
4.1 SECURITY/DEFENCE AND SUPPORT OPERATI ONS 69
4.2 CIVIL DISOBEDIEN CE OPERATIONS AND SU PPORT OPERATIONS 73
4.3 DISASTER RELIEF OPERATIONS AND SUPPO RT 74
4.4 SUPPLY AND MAINT ENANCE OPERATIONS AN D SUPPORT 79
4.5 PANDEMICS AND ME DICAL OPERATIONS 80
4.6 ADDITIONAL MISCE LLANEOUS DOMESTIC CF INVOLVEMENT 81
5.0 INDIVIDUAL KIT L IST FOR DEPLOYMENT 83
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6.0 GLOSSARY 84
7.0 REFERENCES 85
8.0 ANNEX 86
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INTENTIONALLY BLANK
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EXECUTIVE SUMMARY This report is part of a larger project to renew the minimum physical fitness standard for the CF. The current CF fitness standard was developed in 1988. Therefore, it is in need of an update to one that is based entirely on the actual requirements of the various occupations within the CF and therefore independent of age and gender. This report concerns the work of the Canadian Forces while conducting military operations and exercises within Canada and the surrounding waters. In addition to these domestic operations, numerous civilian disasters that have resulted in requiring military assistance have also been included. Only major well documented events between 1990 and 2010 are included, many more equally significant operations and exercises may have been missed. However, during the last 20 years, the CF has been involved in all types of major events that qualify as part of the defense strategy of Canada. Therefore, fall under the remit of the CF either directly or as a supporting role to other civilian agencies. The purpose of this involvement is to restore or secure the following basic resources from threats of terrorism, public disorder or natural disasters: Emergency Services, Utilities (Hydro, Gas, Oil, etc), Information & Communications, Banking, Finance, & Insurance, Water Supply, Law Enforcement, Public Health, Important Industries, High Value/Symbolic Targets. The purpose of this report is to highlight physically demanding tasks that these military operations involve. The tasks can then be quantified through simulations, site visits and interviews with CF members involved in some of the key operations of the past two decades. Quantification is required in order to ensure any subsequent fitness standard is developed with a modern day representation, whether on ship, in the field or on each wing and base across the world. The many technological advances that have occurred over the past two decades will have made some tasks less physically demanding. Whereas, the demands of other tasks may have increased, for example the amount of equipment that is needed to be transported may have increased with the development of new technology. The tasks within each of the broader groups of operation whether Floods, Fires, Storms, Supply missions, Security issues etc all have common or overlapping movements and actions. These include: • Digging Snow removal, uprooting trees, filling sand bags • Lifting Sandbags, tools, construction, medical, food and water supplies • Carrying The above list for lifting to and from supply ships, trucks or aircraft • Pushing Protestors, generators and other heavy equipment • Pulling Fire, flood pump hoses, various ropes and cables • Aerobic Running to get supplies, manual labor for prolonged duration i.e. digging. • Other Awkward postures, thermal challenges, sleep deprivation, long hours The loading and unloading of ships, trucks, and aircraft are by far the most common tasks. The typical supplies required vary from food, water, tents, shelters, clothing, medical supplies, fuel, barricades, tables, ammo, luggage, vehicles, mechanical and electrical components etc depending on the mission type whether humanitarian, crowd control etc.
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The physical weight of each piece of equipment obviously varies widely, but are typically packaged onto cargo pallets by TFC tech and others and lifted onto the mode of transport by heavy machinery. The equipment will be moved around ship and on base in human chains or the cargo nets will be split open and item removed in manageable packages. The equipment may be carried by one person, typically recommended to have an upper limit of 32kg for health and safety reasons although many members lift items that weigh much more. Awkward or overweight items will require 2 or more people, however items rarely have an even weight distribution, ergonomically designed handles or the CF members are differing heights and one member always gets an uneven proportion of the overall weight. The frequency at which the items are loaded or unloaded is increased when working in a group and further increased in domestic operations when compared with the similar daily duties of a supply tech. The pace is often described as “walking with purpose” meaning a fast paced walk as running would be dangerous. When passing equipment in a chain the speed depends on the weight and would be around the range of 2 10 seconds per item. The lift height can vary between floor level and overhead for single person, slower paced, lifting and lowering, typically when restoring or retrieving items from a warehouse store. When working in a group of moving numerous items the set up is typically from either floor to waist at the start of the chain or waist to waist with a rotation or short distance to carry and then either waist to floor or waist to shoulder height at the end of the line. The distance items are typically carried vary from 1m to 50m for heavy items and 50m – 200m for lighter or well balanced and supported heavier items such as luggage which can weigh in excess of 30kg. The duration CF members are required to load and unload a vehicle has been said to be up to around 2 hours before they would stop for a rest break. Typical heavy or fast paced, multi person loading and unloading would be around 30 45 minutes but at an intensity that require a rest after that short period. Tasks such as digging would last around 2 hours and involve snow removal or sand bag filling and is probably the most aerobically demanding of all the tasks identified. Additional aerobic components include the climbing of flights of stairs and running short distances in an emergency situation. Tasks involving pushing and pulling are frequent but rarely required in a large capacity or for long durations and typically include erecting shelters or smaller, lighter tasks such as hose manipulation during fires and floods. The other physically demanding factors involved in military domestic operations are too variable and circumstance dependent to provide even a broad range of characteristics.
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1.0 PROJECT BACKGROUND As part of the health and fitness strategy launched by the CDS in March 2008, CMP has tasked DGPFSS DFit HP R&D to develop / update the minimum physical fitness standards for all of the Canadian Forces Personnel. The development of these standards involve the task analysis of all physically demanding roles within the CF that anyone could be called to perform under the Universality of Service principle. To identify tasks that are common to all CF members regardless of occupation, rank, location, age, gender, etc. it is important to assess all emergency situations in which the CF have been involved. This report therefore, outlines the relevant physical demands of previous domestic operations along with those currently being planned and potential projections for the future. Additional reports are available that deal with foreign operations and other aspects relevant to the process of physical fitness standard development. 2.0 MILITARY CONTEXT The Canadian Forces are called upon to support various other government services and agencies to ensure the following basic resources are not compromised within Canada. • Emergency Services • Utilities (Hydro, Gas, Oil, etc) • Information & Communications • Banking, Finance, & Insurance • Water Supply • Energy • Law Enforcement • Public Health • Important Industries • High Value/Symbolic Targets 2.1 EXERCISES Military exercises are conducted to train the CF members for particular scenarios or operations; they involve the detailed planning and simulation of the challenges and threats that may be encountered by CF personnel while on duty at home or abroad. Exercises are typically devised and conducted as a work up to a specific known deployment. Although some exercises are developed in preparation for a rapid response to a large scale security threat or environmental disaster. A recent example includes Exercise Trillium Response 08, which was a full scale, multi jurisdictional disaster response exercise developed in cooperation between emergency management Ontario (EMO) and JTFC. The exercise was conducted around Thunder Bay from the 12 28 th Nov 2008 and is the largest domestic exercise ever held in the province of Ontario. 2.2 OPERATIONS Military operations are when the threat is real and has escalated to a level that the CF members need to deploy either within Canada or abroad. This report will only discuss those operations conducted in Canada and those during the last 2 decades, therefore covering operations conducted subsequent to the development of the fitness standard currently used by the CF – the MPFS 1988 and the CF Expres.
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Domestic operations include any military operation conducted within Canada and its approaches. They span the spectrum of military activity from simple provision of manpower and equipment, through complex consequence management situations, to the commitment of combat capable forces to support the civil power and in the defense of Canada. Domestic operations can involve forces from all environmental backgrounds singly or joint, and are by definition Routine or Contingency in nature. Examples of domestic operations include: Provision of Services: humanitarian assistance, military liaison and community support; Surveillance and Sovereignty Demonstrations: surveillance, situational awareness and routine ISR and patrol operations; Sovereignty Enforcement: fishery and environmental monitoring patrols, Arctic sovereignty patrols, etc, (frequently conducted as support to OGDs); Preparation for Contingencies: force protection, defense planning including response to asymmetric threats, exercises, and operations; Emergency Management (full spectrum); and Search and Rescue.
Figure 1: Operational Regions from CANADACOM. NB.Canada command are publishing brief reports of all international and domestic operations since 1945. Unfortunately no domestic ops have been included yet but to date they have 246 of the 266 international ops catalogued.
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2.3 CANADA COMMAND (CANADACOM) Canada command, who oversee all domestic operations have contingency plans for providing assistance to foreign military and civilian authorities, earthquakes, major air disasters, disaster relief, floods and others including NASA space shuttle contingency plan, the shipment of ammunition etc. Although maintaining a domestic response capability is not the primary focus of the CF, they are the force of last resort in the event of a domestic emergency as stated by Colonel C.J. Ross Commander 33 Canadian Brigade Group “ From my perspective the most important motivation to properly prepare our units to conduct domestic operations is simply that we are the response of last resort. ” 2.4 CANADIAN OPERATIONAL SUPPORT COMMAND (CANOSCOM) In addition to CANADACOM, the Canadian Operational Support Command (CANOSCOM) provides operational support to domestic and international missions by integrating the capabilities of several support functions into task tailored support organizations. These support functions include: • Logistics • Logistic staff coordinate a broad range of support functions including movement control, transport, postal services and the supply and delivery of equipment, ammunition, food and shelter. • Military Engineering • Engineers organize the provision of general engineer support services, including the coordination of organizations required to plan, design and construct infrastructure to sustain and protect forces, and to allow for their freedom of movement. • Land Equipment Maintenance Services • Maintenance staff coordinate the preparation for delivery, repair and maintenance of weapon systems, fighting vehicles, transport vehicles and general land equipment. • Communications and Information Systems (CIS) • CIS staff provides support to operations by managing and servicing communications and information technology (IT) for voice, text and data systems. This includes digital radios, ground telecommunication systems, radar systems, portable satellite terminals, fibre optics, cryptographic equipment and computers. HEALTH SERVICES Health Services staff provide all basic medical and dental services to CF personnel in operational environments. Services include everything from basic doctor or dentist office functions to a hospital that has surgical and intensive care capabilities. MILITARY POLICE Military Police provide support to deployed forces by conducting police, security, and specialist operational tasks. This includes law enforcement, criminal intelligence gathering, civilian police force training, personnel and materiel security, and detention operations. 2.5 POTENTIAL THREATS Within the NSP the Government of Canada identified eight threats to Canada's national security: • Terrorism;
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• Proliferation of weapons of mass destruction; • Failed and failing states; • Foreign espionage; • Natural disasters; • Critical infrastructure vulnerability; • Organized crime; • Pandemics. Below are some further details relating to each of the threats above that may involve a physically demanding tasking for the CF. This report does not deal with any other the special forces operations who are controlled by CANSOFCOM or any international operations associated with CEFCOM. SOVEREIGNTY THREATS TO CANADA Canada has several unresolved or unrecognized border/boundary disputes with other nations. The threat to Canadian sovereignty from another nation is assessed as low since rulings on most of these disputes will be linked to an international legal framework. A complication that will likely impact Canadian sovereignty claims in the medium to longer term is the trend of diminishing polar ice cap coverage in the Canadian arctic. If this trend continues, the Northwest Passage could open to commercial navigation within the next ten years, thus providing a viable route for commercial navigation. This will precipitate a further challenge to Canadian sovereignty based on the argument that it is an international strait and thus not subject to Canadian sovereignty. This position has already been expressed by several nations. A more likely threat is that related to Canadian economic resources. Natural resources within Canadian territory and our exclusive economic zone are always subject to challenges and pilfering. Their protection and management are critical to the long term economic well being of Canada. Thus far, the challenges to Canadian claims have been relatively few; however, they have the potential to become problematic in the future as global resources diminish. The problems of pollution and pilfering of resources such as fish stocks are more frequent and demand intervention by Canadian authorities. Canada COM will therefore likely be required to provide support or to even lead efforts to protect and defend Canadian sovereignty and resources. The CF conduct northern sovereignty missions, tasks operations, deployments each year, the type of physically demanding work conducted on such an exercise is the loading and unloading of aircrafts with supplies to stock the remote location outposts, maintenance supplies, these supplies can drastically range in weight, size and quantity but upper limits known from the air force to be conducted frequently could be fuel drums and multi person lifts such as ski doos. Other increased physical demands include the obvious demands of moving through the snow and the decreased range of motion with wearing extra layers of clothing in addition to the increase in fatigue associated with the increased metabolic demand of shivering. TERRORIST THREATS There are a number of terrorist groups that maintain a presence within Canada. While much of their activity is related to fundraising, some of these groups are assessed as having the capacity to undertake terrorist acts. Canada was ranked the fifth most important "Christian" target, behind the US, Britain, Spain and Australia by an al Qaeda document in 2004, and is the only nation amongst this group yet to be attacked. Given the ongoing Canadian commitment in Afghanistan, the prospect of a terrorist attack occurring within Canada cannot be discounted. Aside from a direct attack on a Canadian target,
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potentially the greatest impact on Canada would be a terrorist attack directed against the United States, which was planned and launched from Canada. In such a scenario the physical demand for the CF may include increased security patrols carrying weapons and full amour for prolonged periods, with the potential to engage. The evacuation of civilians from threatened or damaged zones would involve the erection of numerous heavy duty barricades and the creation of a safe zone. The safe zone may require the loading and unloading of trucks to provide water, food, temporary shelters for displaced civilians. NATURAL AND MAN MADE DISASTERS The scope of natural disasters is all encompassing and may include earthquakes, floods, forest fires, ice/snow storms, hurricanes (including storm surges), landslides, avalanches and drought etc. Many regions of Canada have been subject to severe natural disasters in recent years, which have taken lives and caused extensive property damage. Recent floods in Quebec, BC wildfires, ice storms in central Canada and Hurricane Juan in the Atlantic Provinces all illustrate the ever present potential for large scale natural disasters. Man made disasters of significant importance are typically either accidental or induced deliberately at research or industrial facilities, or through transport incidents. These are considered separately from terrorist attacks. They also occur regularly within Canada, but on a smaller scale. Aside from earthquakes, most of the natural occurrences are seasonal and can be anticipated. Manmade occurrences are more difficult to predict since they can occur in a variety of circumstances and locations. The scope of the disaster in any event is normally beyond credible prediction, and the potential risk for mass casualties or heavy material or financial loss remains a significant threat. The CF involvement in this type of scenario would also require the construction of safe zones which would involve providing water, food, and shelter. The additional tasks could include carrying sandbags during a flood, basic firefighting skills, digging and general manual labour to clear up the damaged zone. Many CF members become involved in meetings that discuss and develop advanced emergency and contingency plans for local authorities and all levels of government. However, the actual involvement of CF members is typically only as a last resort and furthermore the physical demands of these plans when put into place seem to congregate around the loading and unloading of various means of transport in order to provide the basic supplies of food, water, shelter and security. From the potential scenarios highlighted above the most common CF wide duty seems to be providing supplies to various locations, locations that are too remote or have been devastated by man or nature. The Canadian NORAD region (CANR) provides aerospace surveillance, identification, control and warning for the defense of Canada and North America. In addition to domestic duties, CF members may posted to Peterson AFB in Colorado Springs NORAD HQ although this posting is referred to as an OUTCAN posting the work they do is directly related to ensuring the security of Canadian airspace. 3.0 CURRENT STATUS There are two primary contingencies that the CF are chiefly concerned with, firstly, there may be a humanitarian disaster, natural or man made, the magnitude of which overwhelms both the municipal and provincial capacity to manage the situation. Secondly, there could be a disturbance of the peace, the extent of which overcomes provincial and federal law enforcement authorities. While both are possible the former, rather than the latter, is the norm.
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3.1 FUTURE The government has clearly indicated that CF involvement in security related issues is going to increase. Global warming is reportedly causing more extreme weather patterns and therefore more natural disasters may occur in the future. Also arctic sovereignty issues are increasing and are likely to become a major CF priority in the near future. OP PODIUM, the CF support of the RCMP led security for the 2010 Olympic Games has been described as a future model for domestic operations. It will represent the highest degree of Navy, Army, Air Force, Special Operations and inter agency integration achieved to date in Canada. 3.2 PRESENT Op Podium is the largest domestic operation in progress at the time of writing, several other operations and exercises are being planned and prepared typically the annual operation for supply and maintenance of remote installations. 3.3 PAST All three environments have made significant contributions to a wide variety of domestic operations over the years and the Army alone has averaged one major domestic operation per year since 1998, running the gamut from fighting forest fires to providing security at international summits like the G8 or APEC.
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4.0 LIST OF RELEVENT OPERATIONS OF LAST 20 YEARS (1990 – 2010) Below is a list of the bigger operations and exercises in reverse chronological order conducted domestically that involved a physically demanding tasking of some sort for the CF Operation PODIUM 2010 – Canadian Forces Security Assistance Vancouver Winter Olympic Games – February 2010 Operation CANOPY Canadian Forces Assistance Kashechewan, Ontario October 30 December 17 2005. Operation PEREGRINE Canadian Forces (CF) contribution to firefighting operations British Columbia August September 2003 Operation GRIZZLY Support to G 8 Summit Kananaskis, Alberta June 2002 Operation SUPPORT Canadian Forces activities directly after the terrorist attacks of September 11, 2001. North America September 2001 Operation PERSISTENCE Canadian Forces activities following the crash of Swissair flight 111 off Peggy's Cove, NS. Atlantic Ocean September 1998 Operation RECUPERATION Canadian Forces activities following the ice storm in east central Canada. New Brunswick, Quebec and Ontario January February 1998 Operation ASSISTANCE Canadian Forces (CF) activities following the Red River Valley flooding. Manitoba April May 1997 Operation SALON Oka Crisis land dispute between the Mohawk nation and the town Oka, Quebec July 11, 1990 September 26, 1990. Further details of the operations listed above are provided below, additional smaller domestic scenarios that the CF were involved are also described and include the following: Octal, IAAF, Les Jeux de la Francophonie, Abacus, Balloon chase, Ocean vigilance, Unified Spirit, Tire dump fire, Laser, Oracle, Hurricane, Boxtop, Splinter, Oasis, Pine lake, Preamble, Saguenay floods, Wallaby, Akwesasne, Quadrille, Royal visit, Marble, Transit, Megaphone, Passive skies, Esplanade, Open view, APEC summit.
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TABLE OF RELEVANT DOMESTIC OPERATIONS OPERATION / Operation Operation Operation Operation Operation Operation Operation Operation CANOPY EXERCISE PEREGRINE GRIZZLY SUPPORT PERSISTENCE RECUPERATION ASSISTANCE SALON OKA
Canadian Forces Canadian Forces (CF) Canadian Forces Canadian Forces Canadian Forces (CF) land dispute between Canadian Forces Canadian Forces activities following the contribution to activities directly after activities following the activities following the the Mohawk nation TYPE OF WORK Assistance with water support and security crash of Swissair flight firefighting the terrorist attacks of ice storm in east Red River Valley and the municipality treatment. to the G 8 Summit 111 off Peggy's Cove, operations. September 11, 2001. central Canada . flooding. over a golf course Nova Scotia.
THIS TYPE OF POTENTIAL HIGH BUT ON A MODERATE MODERATE HIGH BUT ON A HIGH BUT ON A UNLIKELY WORK IS LIKELY UNLIKELY REOCCURENCE SMALLER SCALE RISK RISK SMALLER SCALE SMALLER SCALE TO CONTINUE
WATER TERRORIST LAND CLAIM PROBLEM FOREST FIRES SECURITY PLANE CRASH ICE / SNOW FLOODING CONTAMINATION BOMBING DISPUTE
Kashechewan, New Brunswick, LOCATION British Columbia. North America Atlantic Ocean Manitoba Oka, Quebec Ontario Kananaskis, Alberta Quebec and Ontario
August September DATE 30/10/05 17/12/05 30/05/02 05/07/02 11/09/2001 02/09/98 14/09/98 08/04/98 15/02/98 21/04/97 05/06/97 14/08/90 26/09/90 2003
DURATION 48 DAYS 45 DAYS 36 DAYS 3 DAYS 12 DAYS 38 DAYS 45 DAYS 49 DAYS NUMBER OF CF 650 IMMEDIATELY 15,784 AT PEAK 2500 2600 AT PEAK 5000 TOTAL 8600 INVOLVED 2000 TOTAL (INC. 3,740 RES) 4000 TOTAL SPECIFIC One day fire course TRAINING ARMY ● ● ●MAINLY ● ●MAINLY ● ● NAVY ● ● ● ●MAINLY ● AIR FORCE ● ● ● ● ●
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ROWPU 1 RCHA JTF/2/RES Van Doos 4 Airfield Engineer 1 PPCLI NBCR team Squadron 39 Brigade Canadian 1 Canadian On notice 86 Airfield Support Primary Reserve Mechanized Brigade 34 and 35 Canadian UNITS Unit Canadian (BC/Alta.) Group (1 CMBG). MOSTLY EAST 200 UNITS FROM AF CAU Brigade Groups Unknown INVOLVED Rangers 15 Engineer Air support COAST ALL OF THE CF GRIFFON 5 Canadian Reservists Squadron, 1 Area Support Mechanized Brigade 1 CER Group (1 ASG) Group 408 Tactical Heli Squadron PHYSICAL ● ● ● ● ● ● DEMANDS DIGGING TASKS ● ● LIFTING TASKS ● ● ● ● ● ● ● ● CARRY TASKS ● ● ● ● ● ● ● ● PUSHING TASKS ● ● PULLING TASKS ● ● ● ● ● SOLDIER TASKS ● ● ● ● FIREFIGHTING ● SAND BAGGING ● AEROBIC ● LONG HOURS ● ● ● ● ● ● ● EXTREME ● ● ● ● CLIMATE Pulling hoses, Providing basic Providing security Providing food and Providing search and Ice storm, General surveillance AF Flying duties firefighting assistance support from accommodation and recovery ships and power outages and search and rescue NAVY – Patrol boat after large scale forest potentially violent re routing stranded divers for picking up Moving power poles, Flights. Sandbag filling ARMY – Barricade OTHER NOTES fires got out of protests and passengers from debris and bodies in digging snow clearing and carrying. construction control. demonstrations. cancelled or re the water exits Setting up zones directed flights LEGEND Water Security Protest Fire Wind Supply Other Ice
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Podium Hurricane Canopy Splinter Oasis Peregrine Oracle Grizzly support IAAF Les Jeux de la Royal Visit Quadrille Megaphone Pine lake Marble Pixel Esplande Semaphore Preamble Octal Persistance Mattock Recuperation Unified spirit APEC summit Mandible Assistance Saguenay Wallaby Vigilence Tire Dump Fire Salon Oka Akwesasne
01 01/01/199101 01/01/199301 02/01/19950 01/01/19 0 02/ 0 02/ 0 03/ 0 03 03/01/200603 04/01/200803 04/01/201004 2 2 3 2 3 /01 /01 /01 /01 /01 0 /01 0 /01 0 /01 /0 /0 /01 /01 1/19 1/20 1/20 1/20 1/ /1 /1 /1 /1 /1 /2 /2002 /2004 2 /2 /2 9 9 9 9 9 0 0 0 0 9 9 9 9 9 9 9 0 0 0 0 0 0 1 0 2 4 6 7 8 9 0 1 3 5 7 9 1
Figure: Showing date and duration of CF domestic operations from 1990 - Present day
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INTENTIONALLY BLANK
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FURTHER DETAILS: The following sections provide further details on each of the named operations and support provided by the CF since 1990. Each one is grouped into one of the following headings: Security Support, Disaster Relief, Supply & Maintenance, Pandemics & Medical or Other. 4.1 SECURITY / DEFENSE AND SUPPORT OPERATIONS In this section events relate to cases where there was a known potential for the local policing authorities to be overwhelmed and so as a precautionary measure the CF were brought in to provide support. Op MANIDBLE The 1997 APEC Summit British Columbia November 1997 Canadian Forces (CF) contribution to the Asia Pacific Economic Co operation summit. The Asia Pacific Economic Cooperation (APEC) Summit was held on 25 Nov 97 at the Museum of Anthropology on the University of British Columbia (UBC) campus in Vancouver. One thousand five hundred protesters and activists turned out to protest “the absence of human rights on the APEC agenda and the presence of atrocious human rights abusers like China’s Jiang Zemin and President Suharto of Indonesia”. Five thousand police officers were brought into Vancouver to assist with APEC security. Prior to 25 Nov 97, the protesters set up a tent city on campus, created signs, and raised flags and banners. On 25 Nov 97, protesters displayed signs, held a large rally, tore down a section of a chain link fence separating the police from the protesters, walked into the police line, and created roadblocks by standing and sitting on three roads leading to the UBC museum. The police and RCMP attempted to control the crowd by arresting protesters, removing signs, flags, and banners, and using pepper spray. Op OPEN VIEW Suffield, Alberta, August 1998 Operation OPEN VIEW, the escort of an inspection team from the Organization for the Prohibition of Chemical Weapons, stems from Canada’s signature of the Convention on the Prohibition of the Development, Production, Stockpiling and Use of Chemical Weapons, usually referred to as the Chemical Weapons Convention. Operation OPEN VIEW 1/98 occurred at the Defense Research Establishment, Suffield, Alta., in August 1998. To date, Canada has participated in 9 missions. Canada has also been inspected once, at the Defence Research Establishment Suffield, Alberta in February 2000. To ensure compliance with the Chemical Weapons Convention across Europe and North America this is an ongoing operation. Ex UNIFIED SPIRIT Nova Scotia and Newfoundland – 1 18 th June 1998 NATO exercises held every two years to train the armed forces of member nations in joint and combined operations and in 1998 were held in Canadian waters. The Maritime Combined Operations Training (MARCOT)/Unified Spirit 98 exercise period spanned from 1 to 18 June 1998. The exercise geography was overlaid onto the Canadian province of Newfoundland. MCM operations took place in St. George’s Bay in preparation for the amphibious assault onto the beaches at Stephenville, Newfoundland. The assault plan consisted of a simultaneous heli borne and surface assault to seize the landing force objectives. Upon seizure of the landing force
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objectives, the amphibious task force assaulted Green Beach to seize the port and airfield and to allow introduction of follow on forces. Both the inner and outer Amphibious Operating Area, the VSW/SZ region, beach and inland areas were mined. In 2000 the exercise was in the waters of the US East Coast and Caribbean – 9 27 th October 2000 and included the USS Harry S Truman (CVN 75) Battle Group, USS NASSAU (LHA 4) Amphibious Ready Group and 14 NATO ships from Canada, France, Germany and the United Kingdom. The Canadian warships included HMCS CHARLOTTETOWN (part of the Harry S Truman Battle Group), HMCS IROQUOIS, HMCS PRESERVER, HMCS FREDERICTON, HMCS GOOSE BAY, and HMCS MONCTON Op ESPLANADE Toronto, Ontario, 20 22 September 1999. Security assistance provided to RCMP for NATO Minister's Conference, held 21 22 September, 1999, at the Toronto Metro Convention Centre. Op PASSIVE SKIES Canada, 1999 and 2000. “The mandate is to co ordinate, escort and monitor OPEN SKIES observation flights over the territory of Canada. The Treaty on Open Skies allows signatory nations to fly over, on short notice, the territory of Canada and use onboard sensors to image any desired points of interest. Canada conducted one Operation PASSIVE SKIES mission during 1999 2000, supporting a Ukrainian flight over Canada. These observation flights are recognized as an international Confidence and Security Building Measure with the goal of promoting greater military openness and transparency.” Canadian participation in the Open Skies Treaty consists of three different operations. Op PASSIVE SKIES involves an actual over flight of Canada. Op ACTIVE SKIES involves Canada’s conducting a treaty over flight over the territory of another signatory. Op TRANSIT SKIES involves an aircraft from another country overflying Canada en route to a country in which an over flight will be conducted. Op TRANSIT SKIES Chalk River, Ontario, 2000. CF provided security to the Ministry of Transportation in the transfer of fissile material from Moscow to Chalk River Labs (AECL) via 8 Wing Trenton during FY 2000/01. Op MEGAPHONE Atlantic Ocean 18 th July – 15 th of August 2000 This involved the boarding of the GTS KATIE off the coast of Nova Scotia to ensure the safe return of Canadian Military equipment returning from Kosovo. Onboard the commercial vessel was equipment including 580 CF vehicles. Problems occurred with a contract payment dispute and the vessel was held in international waters for 20 days. HMCS Athabaskan and HMCS Halifax ships were involved with 2 sea king helicopters and an aurora surveillance aircraft. Op MARBLE Calgary, Alberta, 8 17 June 2000.
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LFWA Support to the Calgary Police Services for the World Petroleum Congress. Op SUPPORT North America 09/11/01 Operation SUPPORT is the name given to Canadian Forces activities directly after the terrorist attacks of September 11, 2001. The CF had two immediate goals: to provide support for stranded aircrew and passengers from diverted commercial flights, and to increase emergency preparedness. Transport Canada called their operation Yellow Ribbon. Stranded travelers were received at several CF bases and stations, including Goose Bay, Gander and Stephenville, Newfoundland and Labrador, and Halifax, Shearwater and Aldershot, Nova Scotia. Also, CF units in the Atlantic region provided thousands of beds and ration packs; nine CF transport aircraft delivered about 8,800 cots, 8,300 blankets and 55 support personnel to places where commercial flights had been diverted. CF aircraft also transported Canada Customs and Revenue Agency officials to those locations so stranded travelers could clear Customs and enter Canada — many of them to accept the hospitality of the communities in which they found themselves. Several steps were taken to increase emergency preparedness. Additional CF 18 fighters were assigned to NORAD. The Disaster Assistance Response Team (DART) was placed on stand by at 8 Wing Trenton, Ontario. Also, HMC Ships Preserver, Iroquois and Ville de Québec were put in a higher state of readiness in case they were required to go to a U.S. port to provide humanitarian assistance. Op QUADRILLE Quebec City 2001 Summit of the Americas provision of a safe and secure location for the world leaders to meet without threat of civil unrest or a terrorist attack. With OP QUADRILLE the CF provided assistance to DFAIT for protocol and ground transportation of dignitaries in accordance with the provision of service policy. The CF also provided supported to SOLGEN requests for the SOA. The CF’s roles were to provide logistic services, ground and air transport, specialist assistance and, on order of the CDS, execution of contingency plans COP 001 or COP 002. Commander SQFT, as the JTFC for OP QUADRILLE, had OPCON of all assets assigned to JTF. The JTFC was responsible for the planning, control, and execution of all support to the SOA in Québec City and region, except JTF2. The CF support to SOA was provided in accordance with NDHQ Instruction DCDS 2/98 (ref D), and the DND Provision of Services Policy (ref E). In addition to the tasks stated in the QUADRILLE Op Order (OPORD), the JTFC was permitted to provide support for additional requests, assigning resources for which the Commander had OPCOM as the SQFT formation commander. Op GRIZZLY Kananaskis, Alberta in June 2002 Support to G 8 Summit The CF's largest domestic operation involved the deployment of close to 6,000 troops in support of the G8 Summit, held in Kananaskis, Alberta in June 2002. In addition to our significant personnel commitment, Operation GRIZZLY involved hundreds of vehicles and aircraft deployed in support of various government departments. The span of tasks was diverse including ceremonial support for arriving VIPs; aviation and ground transport; ground perimeter security; and air defense security.
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While responsibility for security was vested in the RCMP, CF involvement in support of the security aspects was significant and involved the deployment of the majority of the 1st Canadian Brigade Group, CF 18s, CC 130s , the largest concentration of CH 146 Griffon helicopters in several years, as well as ground based and air based air defense weapon systems. The air defence capability was coordinated through NORAD, specifically through the ongoing Operation NOBLE EAGLE, where Canada and U.S. forces monitor and intercept flights of interest approaching and within continental North America regardless of origin, and remain ready to assist civil authorities should the need arise. The CF contributed significantly to the success of the G8 Summit ensuring that the Government's objectives were realized. Department received $4.2 million in incremental funding to offset costs associated with Operation GRIZZLY. Op PODIUM Vancouver 2010 Operation Podium is the name given for providing security to the winter Olympic Games in Vancouver 2010. For the three years leading up to the games, security exercises have been planned and numerous scenarios have been trained for by the ISU (integrated security unit). The RCMP are leading the operation, but the ICU consists of support from the Vancouver police departments and the CF who stood up JTFG joint task force games in 2007 to assist based in Esquimalt. This will be the largest domestic operation to be staged since the stand up of Canada Command in 2005. The games start on February the 12 th 2010, but deployments start January 10 th 2010. The security has three separate stages to the program of exercises. Exercise BRONZE November 2008 – So called “what ifs” planning exercises Exercise SILVER – February 2009 – testing of the plans CF Contribution: Exercise staunch maple 09 part of the CF domestic exercise was adapted to suit the needs of exercise Silver.1000 people involved. Exercise GOLD – May 4 8th 2009 and November 2009 In addition to these exercises an Exercise called SPARTAN RINGS was conducted in October 2009 to evaluate the readiness of the RCMP led operation to secure the Olympic Games. RELEVANCE TO PROJECT Domestic operations of this type can vary from mere security observations with few members and no real physical demands all the way through to the involvement of all CF elements and associated forms of land, sea, and aircraft. In the larger scale operations CF mechanics / technicians and engineers may be required to work without the machinery typically available in the base or wing workshops. In addition to being required to work at a faster pace and/or for longer hours depending on the situation and threat levels. The tasks over and above the typical work on an AF wing or base may include the construction of fences and barricades, shelters, performing ground patrols, with an increased frequency and duration during the loading and unloading of trucks and aircraft.
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4.2 CIVIL DISOBEDIENCE OPERATIONS AND SUPPORT In this group events relate to cases where the local policing agencies have been overwhelmed and need assistance. Op SALON Oka Crisis land dispute Oka, Quebec July September 1990. This dispute arose over the local authorities plans to extend a 9 hole golf course into an 18 hole membership only course onto land claimed by the Mohawk community of Kanasatake in the town of Oka Quebec. The initial 9 hole golf course was challenged by the Mohawk nation when built in 1961 but was rejected. As a protest against a court decision which allowed the golf course construction to proceed, some members of the Mohawk community erected a barricade blocking access to the area in question. Mayor Ouellette demanded compliance with the court order, but the protestors refused. On July 11 the mayor asked the Sûreté du Québec (SQ), Quebec's provincial police force, to intervene with the Mohawk protest, claiming that criminal activity had been practised around the barricade. A police emergency response team swiftly attacked the barricade deploying tear gas canisters and flash bang grenades in an attempt to create confusion in the Mohawk ranks. It is unclear whether the police or Mohawks opened fire with gunshots first, but after a 15 minute bullet exchange, the police fell back, abandoning six cruisers and a bulldozer. During the firefight, 31 year old SQ Corporal Marcel Lemay was shot and died. The situation escalated as the local Mohawks were joined by natives from across Canada and the United States. The natives refused to dismantle their barricade and the Sûreté du Québec established their own blockades to restrict access to Oka and Kanesatake. Other Mohawks at Kahnawake, in solidarity with the Kanesatake Mohawks, blockaded the Mercier Bridge between the Island of Montreal and the South Shore suburbs at the point where it passed through their territory. At the peak of the crisis, the Mercier Bridge and Routes 132, 138 and 207 were all blocked. Enormous traffic jams and frayed tempers resulted as the crisis dragged on. This led a group of Châteauguay residents to start building, without authorization, an unplanned four lane highway around the Kahnawake reserve. After the crisis, the Quebec government finished the highway, and it is now part of Autoroute 30. The federal government agreed to spend $5.3 million to purchase the section of the pines where the expansion was to take place, to prevent any further development. This exchange left the Mohawks outraged, as the problems that led to the situation had not been addressed—ownership of the land had simply moved from one level of government to another. When it became apparent that the SQ had lost control of the situation, the RCMP were brought in, but were soon overwhelmed by the Mohawks and mobs created by the blocked traffic. Quebec premier Robert Bourassa announced at a press conference on August 8 that he had invoked Section 275 of the National Defence Act to requisition military support in "aid of the civil power", a right available to provincial governments. The Chief of the Defence Staff, General John de Chastelain accordingly placed Quebec based troops in support of the provincial authorities. Some 2,500 regular and reserve troops from the 34 and 35 Canadian Brigade Groups and 5 Canadian Mechanized Brigade Group were put on notice and, on the morning of 20 August, a company of the Quebec based Royal 22 e Régiment, the "Van Doos", led by Major Alain Tremblay, took 3 barricades and arrived at the final blockade leading to the disputed area. The Sûreté du Québec had established a no man's land of 1.5 kilometres between themselves and the barricade at the Pines, but the army pushed this to within 5 metres. Additional troops and mechanized equipment mobilized at staging areas around Montreal while reconnaissance aircraft staged air photo missions over Mohawk territory to gather intelligence.
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On August 29, at the Mercier Bridge blockade, the Mohawks negotiated an end to their protest with Lieutenant Colonel Robin Gagnon, 'Van Doo' commander responsible for monitoring the blockades along the south shore of the St. Lawrence River west of Montreal. This resulted in the resolution of the siege on the Kahnawake reserve. The Mohawks at Oka felt betrayed at the loss of their most effective bargaining chip, for once traffic was flowing again on the Mercier Bridge, the Quebec government rejected all further negotiations. A Mohawk warrior set off flares the army had set up around the perimeter to alert them of escapees and using a water hose the CF tried to disperse the crowd, while the Mohawks used water balloons. By September 26, the Mohawks dismantled their guns and threw them in a fire, ceremonially burned tobacco and then walked out of the pines and back to the reserve. Op AKWESASNE (Originally OP FEATHER) Mohawk Protest action near Cornwall, Ontario May 2 nd 1990 – early Nov 1990 This operation provided aid to civilian police agencies to counter violent demonstrations. The CF contributed 1 infantry battalion with an engineer troop, MP platoon, and EW squadron. Op WALLABY Native protest action in British Columbia – 1 July 1995 – 30 th September 1995 To provide support to the RCMP in controlling hostile actions by natives in BC, 40 personnel from platoon 1 CMBG were deployed for 3 months with Bison APC’s RELEVANCE TO THE PROJECT The examples provided here seem to be almost exclusively Army personnel. These members are deployed to help maintain law and order during protests, in these cases native protests. The type of physically demanding duties that would be required in scenarios like this may include the construction of fences and barricades which are often weighted down with sand bags. The work would include foot patrols carrying equipment and personnel protective gear. 4.3 DISASTER RELIEF OPERATIONS AND SUPPORT In this section the events relate to natural or manmade disasters that are of a magnitude greater than the local authorities can overcome. SAGUENAY FLOODS 19 July 1996 – 31 July 1996 Humanitarian and disaster assistance after the Saguenay River Floods Saguenay region Quebec 1996. The CF provided light helicopters and an armored regiment. Around 150 land force personnel were deployed from 12 RBC and 51 from the AF with Griffon helicopters from 430 and 438 squadrons. Op ASSISTANCE CF activities following the Red River Valley flooding. Manitoba April May 1997
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In the spring of 1997, southern Manitoba experienced its worst flooding in over 150 years. This disaster developed gradually and, as a result, its nature and magnitude could not be accurately projected by provincial authorities or by the Canadian Forces in time to permit specific plans and commitments to be agreed upon much in advance of requirements. Late in the warning or preparation phase, military support was formally requested. Thus began. What had started out as a request for one hundred soldiers to help fill sandbags quickly escalated within two weeks to a Joint Force operation involving approximately 8,500 CF personnel, 2,850 vehicles, 131 water craft and 34 aircraft drawn from across the entire country. This was arguably the largest domestic operation ever conducted by the CF. It was certainly the first of this scale for many of the participants, including commanders. Op PERSISTENCE CF activity after the crash of Swissair flight 111 off Peggy's Cove, NS September 1998 The Canadian navy frigate HMCS Halifax departed the navy dockyard 1 p.m., to relieve the naval supply vessel HMCS Preserver as command and control ship for Operation Persistence. HMCS Preserver, under the command of Commander Rick Town, has been on station in the accident area since the first few hours of the search. HMCS Preserver, a 28,000 tonne, 172 m replenishment and supply ship, carries a crew of 150 officers and non commissioned members, and up to three Sea King helicopters. The ship served as collection point for human remains, wreckage, personal belongings of passengers, and other important evidence. Most of the material has been delivered to the Transportation Safety Board investigation team in Shearwater by the Canadian Coast Guard Ship Earl Grey. Any remaining evidence still on board will be transferred to Shearwater upon the ship's arrival. The crew of HMCS Preserver, who have worked tirelessly under arduous and emotionally taxing conditions since early Thursday morning, have received support from professional Critical Incident Stress Team personnel, and will continue to receive this support for as long as it is required. HMCS Halifax, commanded by Commander Greg Aikens, has a crew of 230, and can carry one Sea King helicopter. It displaces 4700 tones and is capable of extended operations in the crash area. Commander Aikens has already visited the scene of the recovery operations to receive briefings on his ship's upcoming mission. Op RECOUPERATION Ice storm, New Brunswick, Quebec and Ontario Jan/Feb 98 CF members from about 200 units across Canada helped provincial and municipal workers clear roads, rescue people and animals trapped by storm wreckage, evacuate the sick, shelter and feed about 100,000 people frozen out of their homes, and ensure that farmers had the generators and fuel required to keep their operations going. CP 140 aircraft from 14 Wing Greenwood, NS conducted aerial imagery of the downed power lines in Quebec and Ontario. Military engineers and technicians worked around the clock with hydro and telephone crews to repair and replace downed transmission towers and utility poles. On January 13, at the request of the Province of Quebec, CF members assumed the powers of peace officers in the most devastated areas around Montreal. At the height of this crisis, Operation Recuperation involved 15,784 deployed personnel (including 3,740 Reservists) from all three CF commands; 10,550 in Quebec, 4,850 in Ontario and 384 in New Brunswick.
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In addition, 6,200 CF members and DND employees working at their regular jobs provided the logistical support required to sustain the operation. Op PREAMBLE Major Winter Storm Assistance – Toronto January 1999 PREAMBLE was the military operation in which Canadian Forces personnel helped the city of Toronto deal with the worst winter storm to have hit the area in 117 years. 450 personnel from RCD in Petawawa. 120 vehicles including 4 Bison APCs configured as ambulances, 12 snow removal vehicles, and BV206 tracked ATVs. Also 130 reservists from Toronto area were activated. Although there were no specific tasks for the bulk of the Regular Force, most of the reservists were kept busy clearing snow away from fire hydrants, bus stops and emergency routes. At 5 a.m. on January 14, more than 400 soldiers from CFB Petawawa boarded buses and arrived in Downsview that same morning. They moved into the city with some 5,000 meal rations, four kitchen trucks and enough fuel for 48 hours of continuous use. PINE LAKE, TORNADO Alberta, 15 17 July 2000. Land Forces West Area Immediate Response Unit responded to an F3 tornado that struck Pine Lake, Alberta, on 14 July 2002 killing 12 people and critically injuring more than 100 others. The tornado formed out of a severe thunderstorm which formed on the eastern slopes of the Canadian Rockies and moved rapidly eastward. It touched down about 5 km (3 miles) west of the campground and was on the ground for approximately 20 km (12 miles). Damage occurred in a swathe 800 to 1500 meters wide (1/2 mile 1 mile). The heaviest damage occurred in a 500 metre (3/8 mile) central corridor. Damage assessment suggests that winds within the central corridor reached 300 km/h (190 mph). In addition, Weather Watchers reported hail as large as baseballs. Op OASIS Ontario, August 2003. On 14 August 2003, much of the north eastern U.S. and most of Ontario experienced a power outage. Land Forces Central Area HQ (LFCA HQ) is coordinating military assistance to affected communities (Op OASIS). The state of emergency in the province of Ontario ended on 22 August, at which time only one CF generator remained in support of Op OASIS at the Kingston water treatment plant Op PEREGRINE Firefighting operations in British Columbia. Aug Sept 2003 Operation PEREGRINE was a domestic Canadian military operation that took place between August 3 and September 16, 2003. British Columbia was overwhelmed by over 800 separate forest fires. Provincial fire services were stretched to the breaking point, and tens of thousands of people were forced to evacuate their homes. The provincial government requested federal aid, and within days, over 2,200 Canadian Forces (CF) personnel had been mobilized. After receiving a day of basic forest firefighting training from the British Columbia Forest Service, including safety procedures, fire ratings, hose handling, and fire behaviour, the soldiers took to the fire lines. Deployed soldiers were divided in two task forces Task Force One based in Kamloops, and Task Force Two, based in the Okanagan Valley.
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The operation lasted 45 days, and at its height more than 2,600 military personnel were in action. In terms of deployed forces at the time, it surpassed in numbers any Canadian Forces operation overseas. Deployed forces included: 1 RCHA, 1 PPCLI, 39 Brigade Canadian Primary Reserve (BC/Alta.) 15 Engineer Squadron, 1 CER, 408 Tactical Helicopter Squadron. Op SPLINTER Halifax, Nova Scotia, October 2003. Assistance to people of Maritimes (mostly in Halifax area) in wake of Hurricane Juan which struck NS and PEI the night of 28 Sep 03 with 174 km winds. 330 MARLANT personnel were committed for tree clearance duties for 6 days, from 29 Sep to 4 Oct 03. Op CANOPY Kashechewan, Ontario October 30 December 17 2005. Operation CANOPY (OP Canopy) was the Canadian Forces participation in Canadian efforts to help the residents of Kashechewan, Ontario during an evacuation of the community in late 2005. Military personnel flew to Kashechewan to supplement local water treatment facilities. Media reports indicated 138 military personnel participated in OP Canopy, including: ROWPU detachment consisting of personnel from 4 Airfield Engineer Squadron (4 AES) at 4 Wing CFB Cold Lake, Alberta, and 86 Airfield Support Unit (86 ASU) at 8 Wing CFB Trenton, Ontario; members from 3 Canadian Rangers Patrol Group located in northern Ontario who helped with ROWPU operations, distribution of drinking water, assistance to community elders, and liaison with community leaders; and reservists, employed as liaison officers in Cochrane, Sudbury, Sault Ste. Marie, and Timmins (all in Ontario). The detachment arrived in Kashechewan on October 30, 2005 and, according to media reports, was producing treated water from raw water obtained from the Albany River within 12 hours of arrival. OP Canopy continued until December 16, 2005. The mission produced enough potable water to meet the community’s daily needs during the operation, as well as creating a reserve of treated water a total of 140,000 liters (almost 30,800 imperial gallons, or almost 37,000 U.S. gallons). Media coverage of documents released to Canadian media under Canada's Access to Information Act suggested the exercise was perceived as a public relations exercise. One report in the documents said, "No estimate, detailed planning or needs assessment were completed before the commitment of the personnel and equipment. Although an excellent PR exercise, the true need of the detachment was never established." Other problems highlighted in media: the high tech equipment did not work well in cold temperatures and water drawn from the river had to be preheated before being treated. Finding storage space (in the community) for 190,000 liter bags of water that were filled only to three quarters capacity to allow for expansion in case they froze in the northern climate. While the Canadian Forces reportedly said OP Canopy cost about $350,000 in "incremental" expenses (costs over and above operating and salary costs routinely spent even if the staff and equipment used had not been deployed to Kashechewan), an internal military e mail reportedly puts the true cost at more than $860,000, including pay for personnel and CC 130 Hercules flights. Based on these figures, each liter of treated water cost approximately CDN$6.14 a liter to produce (approximately CDN$27.92 per imperial gallon, or approximately CDN$23.24 per U.S. gallon). RELEVANCE TO THE PROJECT
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This disaster type of scenario has a broad scope within Canada, though most likely to be confined to fires, floods and freezes. Fire: In BC back in 2003 at the height of Operation Peregrine the forest fires required support from over 2600 CF members who were quickly trained with a 1 day basic skills course. The teams used small scale hoses and tried to minimize the spread of the fires by soaking the roots of the trees. The members comprised of mostly Army personnel and some AF helicopter crews from Edmonton. However the Navy are trained to fight fires on ship and so this provides similar work to some of the more physically demanding tasks within the Navy. Flood: This type of work involves setting up pumping systems to drain flooded areas and so involves pulling and manhandling hoses. In addition sand bags are filled with gravel and then lifted and carried and stacked to create a flood defence wall and reduce the risk of further damage and direct the flow of flood water. Freeze: During an Ice Storm one of the biggest requirements is to help restore power. Power is often lost when power lines fall or are knocked down due to the weight of the ice on the lines and surrounding trees. CF members have been called in to assist with the removal of power poles and fallen trees. This involves the use of a chainsaw to cut the logs into manageable sections. Other duties include maintaining access around emergency zones, such as fire hydrants. Other: The Swiss airline crash off the coast of NS mostly involved naval support such as lifting and storing heavy objects and bodies recovered from the ocean. Ignoring the highly stressful psychological aspect to this task the physical components are likely to be covered by other duties. The water treatment support required the carrying of water containers, working in the cold, digging a reservoir and general manual labor work. Working long hours and loading and unloading of aircraft and vehicles. Filling sand bags, all personnel inc higher ranks, large scale.
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4.4 SUPPLY AND MAINTENCE OPERATIONS AND SUPPORT This section includes CF operations that provide supplies to remote locations. Op BOXTOP Canadian Arctic, Annual. Annual airlift mission to resupply CFS Alert, an extremely remote minimum manned CF base located within the Arctic Circle. Typically supported by 440 squadron in Yellowknife, this type of work involves heavy lifting in a cold environment and small non ergonomically designed aircraft. Heavy equipment includes large fuel drums and snowmobiles. Op HURRICANE Canadian Arctic, Annual. The mission of 400 Tactical Helicopter Detachment during the operation was to provide helicopter support in terms of providing repairs and to resupply the Annual High Arctic Data Communications System (HADACS) between CFS Alert and Eureka, located on Ellesmere Island in Nunavut. The annual month long technical maintenance mission provides Engineering and system maintenance and provide Search and Rescue (SAR) or MEDEVAC support to Canadian Forces Station Alert, Nunavut, as required. Also 440 Sqn supported this operation. RELEVANCE TO THE PROJECT These operations are often conducted on a yearly basis and so are important to consider, however the number of personnel involved is small and located within a specialized unit. Additionally, although the working conditions may be much worse, the duties are likely to be covered by other operations such as the loading and unloading of aircraft.
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4.5 PANDEMICS AND MEDICAL OPERATIONS AND SUPPORT This section includes events that have caused widespread medical concerns and the logistical and medical support of the CF has been requested. Op ORACLE Toronto, April 2003 On 28 April 2003, three CF medical personnel deployed to Toronto in support of civilian medical staff engaged in SARS control. The Toronto Public Health Department were concerned the disease may be present in the public at large. The World Health Organization issued a travel advisory against travel to Toronto on April the 23 rd 2003 and this was lifted on the 30 th of April 2003 after successful measures were put in place. Op LASER H1N1 Vaccination – Canada 2009 The outbreak of H1N1 flu (Swine flu) in Mexico in 2009 spread throughout the world and caused a widespread pandemic. Vaccinations were developed to help prevent the spread of infection and the CF support the vaccination program across the country. RELEVANCE TO THE PROJECT This type of scenario is probably mostly medical and logistical support and so is less likely to involve physically demanding tasks other than the loading and unloading of vehicles and aircraft as described in other operations. Additional duties may include the construction of temporary shelters and barricades to organize the flow of members in need of vaccination.
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4.6 ADDITIONAL MISCELLANEOUS DOMESTIC CF INVOLVEMENT This section includes events that do not fit into the above categories or never reached the critical level expected. TIRE DUMP FIRE Hagerstown, Ontario, 1990. “Tyre King Recycling's 14 million tires caught fire and produced an environmental disaster threatening nearby communities. Ten local fire departments were called in to control the blaze. Members from the CF Fire Academy assisted, as did a Twin Huey from 427 THS. A Militia unit, 56 Field Regiment, RCA in Brantford, Ontario was involved in relocating evacuated civilians.” Op OCEAN VIGILANCE ‘Turbot War’ – Alleged Spanish Overfishing of Grand Banks 6 March to 16 April 1995 To protect against overfishing of the Grand Banks by apprehending fishing boats not adhering to internationally agreed standards. Aid to civil power – international law dispute.. Protection of national natural resources against exploitation by foreign nations within or influencing Canada’s Economic Exclusion Zone (EEZ). The CF provided a destroyer with maritime helicopter, submarine, and maritime patrol aircraft Op BALLOON CHASE 1998/99. “A weather balloon got set adrift and subsequently transited the Atlantic and became a nuisance to navigation. Fighters … attempted to destroy the balloon … but it eventually came to rest harmlessly in some European field. The combined MPA resources of Canada, US and UK tracked and reported the offending dirigible for Air Traffic notification.” Op OCTAL Toronto, Ontario, 1999. Op OCTAL was a six month operation mandated by the Minister of National Defence. It turned over the Fort York armouries in Toronto to local relief agencies so that the building could be used as a homeless shelter. Op ABABCUS CF personnel on standby if the YEAR 2000 caused disruption to computer systems. LES JEUX DE LA FRANCOPHONIE Ottawa, Ontario, July 2001. The CF provided floating bridges, radios, boats, tents, beds, blankets, and other assistance to support Les Jeux de la Francophonie. IAAF Edmonton, Alberta, August 2001.
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“A 37 member team from Land Force Western Area (LFWA) supported the 8th International Amateur Athletic Federation (IAAF) World Championships. The team's responsibilities included assisting in more than 50 flag raising ceremonies, operating the local organizing committee's operation centre and providing liaison officers at all major venues from August 3 12. Lord Strathcona's Horse (Royal Canadians) provided a ceremonial guard and the Snowbirds performed a fly past. Forty soldiers from 1 Canadian Mechanized Brigade Group responded quickly to a last minute request from the organizing committee on the afternoon of the opening ceremonies, demonstrating tremendous efficiency. At the height of LFWA's participation there were 78 members supporting the event, which welcomed more than 3000 athletes from 205 nations and more than 400 000 spectators.” RELEVANCE TO THE PROJECT This section of the report included a variety of scenarios which the CF were involved in some capacity. The intensity of the required support may be less than in other operations but highlight the need to be fit and ready at short notice and for any event. This report may have missed some domestic operations, but unfortunately at this time, domestic operations are not available on the CF Operations database, the system currently only contains international operations. Their aim is to add all operations that date back as far as 1945 on the webpage. GENERAL LIST OF TASKS • Digging Snow removal, uprooting trees, filling sand bags • Lifting Sandbags, tools, construction, medical, food and water supplies • Carrying The list above to and from supply ships, trucks or aircraft • Pushing Protestors, generators and other heavy equipment • Pulling Fire, flood pump hoses, various ropes and cables • Aerobic Running to get supplies, manual labor for prolonged duration. • Other Awkward postures, thermal challenges, sleep deprivation, long hours
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5.0 INDIVIDUAL KIT LIST FOR DEPLOYMENT SOURCE: CANADA COMMAND 1. Personnel will be dressed in either CADPAT or Naval Combat dress. Other required kit is as follows: a. Rucksack 1 b. Sleeping Bag outer 1 c. Sleeping Bag liner 1 d. Sleeping Bag valise 1 e. Air mattress 1 f. Mosquito bar 1 g. Ground Sheet/shelter half 1 h. Combat Boots 2 pairs (Note 1) i. Sunscreen 1 j. Insect repellent 1 k. Lip balm 1 l. "Camel Pack" (water) 1 m. Laundry bags 2 n. Leather work gloves 1 pair o. Cot 1 p. Flashlight 1 (with batteries) q. Wet Weather Clothing 1 set complete Note 1. Gore Tex © combat boots should be worn for all operations except for forest fires where lighter, summer weight boots should be worn
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6.0 GLOSSARY ACP Aid of the Civil Power ALEA Assistance to Law Enforcement Agencies ATI Access To Information CBRN Chemical, Biological, Radiological, and Nuclear CEMC Community Emergency Management Coordinator CMBG Canadian Mechanized Brigade Group CCG Community Control Group DCDS Deputy Chief of Defence Staff DCDS 2/98 NDHQ Instruction DCDS 2/98, “Guidance for the Conduct of Domestic Operations” DDDO DCDS Directions for Domestic Operations DGSP Director General Strategic Planning DHH Directorate of History and Heritage DND Department of National Defence DWC Domestic Warning Center (American; part of USNORTHCOM) EOC Emergency Operations Centre FPS Force Planning Scenarios HAZMAT Hazardous materials IAHDO Inter Agency Handbook on Domestic Operations IRC Immediate Response Component IRU Immediate Reaction Unit JDDO Joint Doctrine for Domestic Operations JEPP Joint Emergency Preparedness Program JIMP Joint, Integrated, Multi agency, Public JTF 2 Joint Task Force 2 LFWA Land Forces West Area LTCP Long Term Capital Plan NATO North Atlantic Treaty Organization NBCD Nuclear, Biological, Chemical Defence NDA National Defence Act NDCC National Defence Command Centre NEC Nuclear Emergency Commander NORAD North American Aerospace Defence Command NTM Notice to move OGD Other Government Department OPFOR Opposition Force POC Provincial Operations Centre PSEPC Public Safety and Emergency Preparedness Canada ROE Rules of Engagement RRC Reinforcing Response Component SIBCRA Sampling and Identification of Biological, Chemical and Radiological Agents SCP Strategic Capability Planning SOCRAM Scenario Operational Capability Risk Assessment Model SRC Sustaining Response Component TTP Tactics, Techniques, and Procedures USNORTHCOM US Northern Command UN United Nations VCDS Vice Chief of Defence Staff VIP Very Important Person
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7.0 REFERENCES – SOURCES OF INFO The Army Lessons Learned Centre. Dispatches: Operation Assistance Lessons Learned, Red River . Vol. No 4, January 1998 Domestic Operations – Canadian Army Perspective – 33 Canadian Brigade Group Mason, D. Annex A The 'Five W' Database. 108 National and International Canadian Forces Operations that took place between 1 January 1990 and 31 December 2003 Annex A 3350 165/Q10 (J7LL) 30 October 2001 Operation Quadrille Lessons Learned Staff Action Directive (LLSAD) Willner, L.A., Maloney, S. (2002) ORD Project Report PR 2002/01 CF Operations 1970 2000 Directorate of Operational Research (Joint) DND. CANFORGEN 218/09 CANCOM 087/09 111435Z DEC 09 – OP PODIUM VISIT POLICY 4 JAN – 31 MAR 10 CANFORGEN 033/09 CANCOM 001/09 122016Z FEB 09 OP PODIUM ONE YEAR COUNT DOWN Small Scale Contingency Operations Worldwide, 1990 2001’, by Dr. Sean M. Maloney, database produced under contract to Operational Research Division in support of NATO Study SAS 027, September 2002. Canadian Broadcasting Corporation (1990), Oka. Desai, S. & Taylor, I, (2007) Two Crowd Control Case Studie s Central Operational Research Team DRDC CORA Centre for Operational Research and Analysis TN 2007–10 Annex B of Chief of the Defence Staff’s Annual Reports, 1997/98 to 2001/02. INTERNET RESOURCES http://www.norad.mil/CANR http://www.cmp cpm.forces.gc.ca/dhh dhp/od bdo/index eng.asp http://www.canadacom.mil.ca http://www.wikipedia.com/cf http://www.utube.com/oka http://www.kms.kingston.mil.ca/kms/CentralInstance Maple Leaf Magazine online at www.forces.gc.ca. Annex B of Chief of the Defence Staff’s Annual Reports, 1997/98 to 2001/02, posted online at www.cds.forces.gc.ca http://www.forces.gc.ca/site/operations/recuperation_e.asp Nuttall Smith, Chris and Galashan, Sarah (1997), University of Toronto, Varsity Archives. http://www.utoronto.ca/archives/118/nov27/news/APEC.html http://www.CombatCamera.forges.gc.ca
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8.0 ANNEX OPERATION PODIUM AND ASSOCIATED EXERCISES
October 20, 2009 WHISTLER, BRITISH COLUMBIA, CANADA Corporal Bryan Tennant, a reservist with 39 Combat Engineer Regiment, 6 Engineer Squadron and Corporal John Grenier and Corporal Don Kennedy, members of 1 Line Squadron, Canadian Forces Joint Signal Regiment, Kingston, Ontario, move and sort equipment at an accommodations camp near Whistler, BC in support of Exercises PEGASUS GUARDIAN 3 and SPARTAN RINGS. In preparation for securing the Vancouver 2010 Olympic and Paralympic Winter Games, Exercises PEGASUS GUARDIAN 3 and SPARTAN RINGS are taking place in the Vancouver and Whistler area from October 19 to 23, 2009. These full scale police and Canadian Forces exercises are focused on validating the readiness of the Royal Canadian Mounted Police led V2010 Integrated Security Unit (ISU) and test communications, planning and interoperability among various law enforcement agencies and the Canadian Forces. At the conclusion of PEGASUS GUARDIAN 3 and SPARTAN RINGS, the V2010 ISU and its security partners will prepare for the final Privy Council of Canada led confirmation exercise. Exercise GOLD will be held from November 2 to 6, 2009.
October 20, 2009 WHISTLER, BRITISH COLUMBIA, CANADA
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A simulated casualty is carried from a Canadian Forces CH 146 Griffon Search and Rescue helicopter and a Canadian Forces Griffon helicopter from 438 Tactical Helicopter Squadron, St. Hubert, Quebec, conducts a site reconnaissance during Exercises PEGASUS GUARDIAN 3 and SPARTAN RINGS near Whistler, BC OPERATION RECOUPERATION – 1998 ICE STORM
January 20, 1998 Quebec, Canada Sergeants Paul Alexander and Bombardier Ryan Herbert, of the Royal Canadian Horse Artillery, cut free a piece of downed power pole and take it away. They are working as part of Operation Recuperation the mission to aid victims of the January 1998 ice storms that ravaged eastern Ontario and western Quebec
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January 10, 1998 Quebec, Canada Sergeant Bruce Hampton of 2 Princess Patricia's Canadian Light Infantry C Company and MCpl Pete Leadbeater of CFB Petawawa clearing trees during the ice storm hoping to restore power to the many people in need during the January 1998 ice storm as part of Operation Recuperation.
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An unidentified Canadian Forces member attaches a mast antenna, one of more than 15,000 Canadian Forces members assisting those in need during the January 1998 ice storm. While soldiers from the 5ième Régiment Génie de Combat, gather up electrical insulators in the Napierville, Quebec area.
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FOREST FIRES
BC Fire 2003 311 43 August 24, 2003 Kelowna, BC Private Adam McKee, a Reservist with the Rocky Mountain Rangers, based in Kamloops, puts out the fire with a water backpack while Private Todd Dunford from the Canadian Scottihs, out of Victoria expose the roots, as part of Operation Peregrine, the Canadian Forces' commitment to helping fight the forest fires in British Columbia. These soldiers are among the estimated 600 Reservists from across Land Force Western Area supporting this operation. There are currently about 1150 soldiers, including Regular Force and the Reserves from across Western Canada, helping to fight the extreme forest fire conditions in British Columbia. They are helping to
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stabilize forest fire situations, working along side front line fire fighters. They also attend to 'hot spots' as well as provide camp and logistical support, such as movement of personnel from camp to fire lines
August 22, 2003 Kelowna, BC "B" Company 1 PPCLI first night out. There are currently about 740 soldiers, including Regular Force and the Reserves from across Western Canada, helping to fight the extreme forest fire conditions in British Columbia. They are helping to stabilize forest fire situations, working along side front line fire fighters. They also attend to 'hot spots' as well as provide camp and logistical support, such as movement of personnel from camp to fire lines
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August 16, 2003 MCCLURE, B.C. Sergeant Roger Carrasqueira, artillery soldier, First Regiment Royal Canadian Horse Artillery, based in Shilo, Man., targets a 'hot spot' with a one inch hose (left), while Master Bombardier Jon Hawting (right), uses a pulaski tool to expose 'hot spots' August 16 in McClure, B.C. in support against extreme forest fire conditions in British Columbia
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OPERATION MEGAPHONE
3 August 2000 Atlantic Ocean The GTS Katie followed by the HMCS Athabaskan, about 400 km from St.John's, Nfld. during a boarding on August 3rd, 2000. The boarding crew was lowered onto the GTS Katie using a Sea King helicopter from the escort ship HMCS Athabaskan. The HMCS Montreal was the second ship in the escort group.
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OP NUNALIVUT 08
A Canadian Forces CC 138 Twin Otter from 440 Squadron, Yellowknife, stops in to resupply a 1st Canadian Ranger Patrol Group (1 CRPG) patrol with food and fuel between Eureka and McClintock Inlet, Ellesmere Island, Nunavut. The patrol was part of OP NUNALIVUT 08. OP NUNALIVUT is one of three major sovereignty operations conducted each year by the Canadian Forces in Canada's North. Photos by Canadian Forces Combat Camera
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APPENDIX B: REVIEW OF LITERATURE – NATIONAL CONTINGNECY PLANS CANADIAN FORCES DOMESTIC EMERGENCY ASSISTANCE Relevant to Minimum Physical Fitness Standards Research and Development Prepared by: Rachel Blacklock Date: February 22nd , 2010 Last Update: Reviewed by: Lindsay Goulet Date: March 24, 2010 Approved by: ………………………. Date: This report is an informal publication for internal use only. Prepared by and for the research staff of the human performance research and development cell. The reported results, their interpretation, and any opinion expressed within, remain those of the author and do not represent or otherwise reflect any official opinion or position of DND or the government of Canada.
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TABLE OF CONTENTS EXECUTIVE SUMMARY 99 1.0 BACKGROUND 101
1.1 HEALTH AND FITNESS STRATEGY 101
1.2 DEVELOPING OCCUPATIONAL FITNESS TESTS 101 AND STANDARDS
1.3 PURPOSE OF ERVIEW 101
2.0 NATIONAL LEVEL CONTINGENCY PLANS 101
3.0 METHODS AND RESULTS 102
3.1 SEARCH METHODS 102
3.2 RESULTS 9 102
4.0 PRINCIPLES OF DOMESTIC EMERGENCY ASSISTANCE 103
4.1 SCOPE 103
4.2 THE ROLE OF THE CANADIAN FORCES IN 103 DOMESTIC OPERATIONS
4.3 COMMAND AND CONTROL OF THE CANADIAN 103 FORCES IN DOMESTIC OPERATIONS
4.4 SUPPORT TO GOVERNMENTS AND 103 CONSTITUTIONAL LIMITATIONS
4.5 ASSISTANCE TO LAW ENFORCEMENT AGENCIES 105 (ALEA)
4.6 AID TO THE CIVIL POWER 106
4.7 CF DECENTRALIZED APPROACH 106
4.8 MILITARY CHAIN OF COMMAND 107
4.9 DOMESTIC POSTURE 107
4.10 UNIQUE MILITARY SKILLS AND CAPABILITIES 110
4.11 COMPETITION WITH INDUSTRY 112 4.12 REQUIREMENT FOR RECOVERY OF COSTS 112
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4.13 INFORMATION AND INTELLIGENCE 113 GATHERING
4.14 LOGISTICS SUPPORT IN DOMESTIC OPERATIONS 113
4.15 INFORMATION OPERATIONS 113
4.16 COMMITMENT OF CF RESOURCES 113
4.17 SECURITY RELATED DUTIES 113
4.18 PROVISION OF HEALTH SERVICES 114
4.19 CROWD CONFRONTATION OPERATIONS 114
5.0 GLOSSARY 114
6.0 REFERENCES 115
7.0 ANNEX 116
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EXECUTIVE SUMMARY As part of the initial phase towards developing/updating the minimum physical fitness standards for the Canadian Forces (CF), known as Project FORCE, the current review attempts to extend on the breadth of knowledge regarding domestic operations by reviewing all national level contingency plans involving the CF and domestic emergencies. Upon recommendation from J1 Canada Command, reviews were conducted on CF contingency plans, guidance, directives and lessons learned for different domestic emergency situations for possible physical tasks and/or duties any or all CF personnel (CFP) may be required to perform. See References for a list of articles and websites reviewed. In the event of a catastrophic emergency, the CF may employ an immediate response team to situations involving saving lives, preventing human suffering and/or mitigating property damage. In all other situations the CF plays a supporting role, offering assets only when requested or previously planned as part of a national level contingency plan. There are currently 7 contingency plans for national level emergency events. Tasks and/or duties that may be required of any and/or all CFP during domestic operations are included in Figure 1. Other pertinent information regarding CF domestic emergency assistance is summarized as principles of domestic assistance following the results section of this review. Figure 1 Summary List of Possible Tasks Performed by CF Personnel During Domestic Operations. (sources: CDS Contingency Plan for a Catastrophic Earthquake in BC (CONPLAN PANORAMA); Canada Command Directive for Domestic Operations (CCDDO)). • Health Services/Coroner/Mortuary: • Transfer patients from hospitals to make room for the injured • Collection, treatment and evacuation to available facilities • Delivery of emergency medical supplies • Temporary storage of the dead until taken over by coroner • Removal of dead, possibly out of the operational area to where appropriate temporary morgue can be established • Provision of medical support • The provision of emergency life saving treatment • Safeguarding of public health • Emergency life saving treatment • Social Services: • Provision of potable water • Establish feeding units to for prep and service • Coordinate/provide/inventory habitable and/or temporary shelter • Provide urgent transport support with available ground or air resources • Assist in restoring facilities required for emergency response by local and provincial governments • Protect facilities and resources required in emergency response from further damage • Coordinate/establish/provide hygiene arrangements • Coordinate/establish/provide clothing • Safeguard, collect, distribute essential supplies and materiel; • Clearance of debris, rubble and dangerous items from public facilities and other areas to allow for rescue, evacuation or the restoration of essential services • Rescue/Fire Fighting:
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• Assist/provide basic rescue assistance • Extinguish or bring under control all fires threatening human life • Perform light rescue operations • Assist in rescue operations involving SCBA • Conduct/assist ground searches for missing persons • Evacuation of individuals in emergency situations • Transportation: • Coordinate/repair/clear damaged/blocked road arteries, and rail, marine and air facilities necessary to the response effort • Provision of fuel and fuel distribution • Provision of movement control • Provide emergency transportation: ground, air or marine • Law Enforcement: • Effect operational command of evacuations • Traffic control • Assist coroner with investigations (cause of death, security of body staging areas, protection of personal effects, identification of bodies). • Aid to Civil Power – assume powers and duties of constables and peace officers. Assist as necessary (decided by CDS, Minister and Attorney General) for purposes of suppressing or preventing a riot or disturbance. Possible use of force. Possible crowd control. • Engineering, Construction and Communication: • Prepare or provide preliminary damage assessments of potentially life threatening situations • Power generation and limited distribution • Provision of sustainment engineering • The restoration of interim emergency communication • Assist/re establish telephone services to give highest priority to response efforts, mitigation of human suffering and life threatening situations • Demolition, shoring and route clearance • Provision of resources to meet life saving operational requirements • Hazardous Materials: • Provision of NBCD/CBRN expertise and assistance where no other capability exists: reconnaissance, sampling and limited decontamination, advice to 1st responders • Handle suspicious packages and/or substances • Coordinate/provide response to limit extent of hazardous spills • The detection and monitoring of chemical, biological and radiological contamination, the control of the spread of contamination and the timely reporting of such incidents • Defence explosive ordnance disposal – preliminary reconnaissance/identification • DART team Primary Responsibilities: • Primary medical care to 250 300 patients per day; • Production of purified drinking water 50000 litres per day (up to 10000 bagged); • Limited specialist engineer capability; • A command and control structure.
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BACKGROUND 1.1 Health and Fitness Strategy In March of 2008, the CDS released a health and fitness strategy outlining the desire for “continued consistent, measurable and scientifically validated fitness standards appropriate for operational requirements for individuals, occupations, units and environments …”. In response to this strategy, CMP tasked DGPFSS – DFit – HP R&D to develop and/or update the minimum physical fitness standards for all Canadian Forces Personnel (CFP). 1.2 Developing Occupational Fitness Tests and Standards The first phase in developing an occupational fitness test and standard involves a task analysis of all common and/or critical tasks CFP may be required to perform regardless of trade, rank, gender, uniform or location. Methods employed to acquire common/critical task information involve reviews of current CF literature, directives, strategic level guidance, lessons learned, and media archives along with site visits, interviews and focus groups. 1.3 Purpose of Review A review of the physical demands performed during previous and current domestic operations is outlined in another review by HP R&D entitled Domestic Operations . The current literature review extends on the information provided in Domestic Operations by reviewing all national level contingency plans involving the CF and domestic emergencies. General categories of tasks that may be physically demanding are identified for further investigation through interviews and/or focus groups. 2.0 NATIONAL LEVEL CONTINGENCY PLANS There exist 7 national emergency plans outlined in Annex M of the Canada Command Directive for Domestic Operations (CCDDO). These include: • National Counter Terrorism Plan – incident management of a terrorist act, including those involving CBRN agents. • National Support Plan – consequence management during significant emergencies not covered under other situation specific plans. • Counter Terrorism Consequence Management Arrangements – consequence management of terrorist acts of violence, including those involving chemical or biological agents. • Federal Nuclear Emergency Plan consequence management of a terrorist act related to the impact of ionizing radiation or dispersed radiological matter. • Food and Agriculture Emergency Response System– consequence management focused on mobilizing all agri food sector resources. • National Earthquake Support for British Columbia – consequence management outlining provisions of a national response to BC. • National Emergency Arrangements for Public Information – a subset of procedures and mechanisms for coordination of public affairs.
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3.0 METHODS & RESULTS 3.1 Search Methods Upon the recommendation of J1 Canada Command, contingency plans, guidance, directives and lessons learned for different domestic emergencies at the national level were searched from the Canada Command website. Most documents reviewed speak to command expectations regarding the communication, transfer and general operations of authority/policy, materials, and personnel. When describing possible involvement of CF personnel, words such as ‘support’, ‘coordinate’ and ‘assist’ are used often but few specific details regarding actual duties or tasks are described. JTFP/A websites, under J5 in particular, were also searched but did not reveal any material regarding national level plans. The following list contains possible tasks or duties that may be required of CF personnel during domestic operations summarized from the two resources found to include such information. 3.2Results Figure 2 Summary List of Possible Tasks Performed by CF Personnel During Domestic Operations . (sources: CDS Contingency Plan for a Catastrophic Earthquake in BC (CONPLAN PANORAMA); Canada Command Directive for Domestic Operations (CCDDO)). • Health Services/Coroner/Mortuary: • Transfer patients from hospitals to make room for the injured • Collection, treatment and evacuation to available facilities • Delivery of emergency medical supplies • Temporary storage of the dead until taken over by coroner • Removal of dead, possibly out of the operational area to where appropriate temporary morgue can be established • Provision of medical support • The provision of emergency life saving treatment • Safeguarding of public health • Emergency life saving treatment • Social Services: • Provision of potable water • Establish feeding units to for prep and service • Coordinate/provide/inventory habitable and/or temporary shelter • Provide urgent transport support with available ground or air resources • Assist in restoring facilities required for emergency response by local and provincial governments • Protect facilities and resources required in emergency response from further damage • Coordinate/establish/provide hygiene arrangements • Coordinate/establish/provide clothing • Safeguard, collect, distribute essential supplies and materiel; • Clearance of debris, rubble and dangerous items from public facilities and other areas to allow for rescue, evacuation or the restoration of essential services • Rescue/Fire Fighting:
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• Assist/provide basic rescue assistance • Extinguish or bring under control all fires threatening human life • Perform light rescue operations • Assist in rescue operations involving SCBA • Conduct/assist ground searches for missing persons • Evacuation of individuals in emergency situations • Transportation: • Coordinate/repair/clear damaged/blocked road arteries, and rail, marine and air facilities necessary to the response effort • Provision of fuel and fuel distribution • Provision of movement control • Provide emergency transportation: ground, air or marine • Law Enforcement • Effect operational command of evacuations • Traffic control • Assist coroner with investigations (cause of death, security of body staging areas, protection of personal effects, identification of bodies). • Aid to Civil Power – assume powers and duties of constables and peace officers. Assist as necessary (decided by CDS, Minister and Attorney General) for purposes of suppressing or preventing a riot or disturbance. Possible use of force. Possible crowd control. • Engineering, Construction and Communication: • Prepare or provide preliminary damage assessments of potentially life threatening situations • Power generation and limited distribution • Provision of sustainment engineering • The restoration of interim emergency communication • Assist/re establish telephone services to give highest priority to response efforts, mitigation of human suffering and life threatening situations • Demolition, shoring and route clearance • Provision of resources to meet life saving operational requirements • Hazardous Materials: • Provision of NBCD/CBRN expertise and assistance where no other capability exists: reconnaissance, sampling and limited decontamination, advice to 1 st responders • Handle suspicious packages and/or substances • Coordinate/provide response to limit extent of hazardous spills • The detection and monitoring of chemical, biological and radiological contamination, the control of the spread of contamination and the timely reporting of such incidents • Defence explosive ordnance disposal – preliminary reconnaissance/identification • DART team Primary Responsibilities: • Primary medical care to 250 300 patients per day; • Production of purified drinking water 50000 litres per day (up to 10000 bagged); • Limited specialist engineer capability; • A command and control structure.
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4.0 PRINCIPLES OF DOMESTIC EMERGENCY ASSISTANCE ** Excerpts Taken Directly from Canada Command Directive for Domestic Operations ** 4.1 Scope Canada Command Direction for Domestic Operations (CCDDO) provide guidance to commanders and staffs at the operational and tactical, for the provision of CF assistance to Canadian civil authorities, other government departments (OGD) or the Canadian public, in response to requests for assistance. This document does not provide direction pertaining to the defence of Canada and North America, which can be found in existing defence plans. There are significant jurisdictional limitations on the provision of CF assistance to civil authorities. Any domestic activity undertaken by the CF is subject to the Laws of Canada. There are specific restrictions in this regard, in particular in the areas of surveillance, information gathering, assistance to law enforcement and the use of force. 4.2 The Role of the Canadian Forces in Domestic Operations The primary role of the CF is to defend Canada. Through bilateral agreements between Canada and the USA, the CF is also committed to the defence and security of North America. Hence, The CF is organized, equipped and trained to defend Canada and, in cooperation with Canada’s allies, protect and advance Canadian interests internationally. While the CF focuses primarily on war fighting missions and tasks, the inherent flexibility of a military organization makes it a most important source of assistance to Civil Authorities. 4.3 Command and Control of the Canadian Forces in Domestic Operations Pursuant to Section 18 of the National Defence Act (NDA) , the CDS is charged with the control and administration of the CF. At the theatre level, he has delegated most of that authority to Command Canada Com for the conduct of domestic operations. The latter is responsible for the day to day oversight of domestic and continental routine and/or contingency operations within its Area of Responsibility (AOR). Canada is divided into 6 major AORs: Atlantic, East, Central, West, Pacific and North. While the conduct of routine domestic operations falls largely within the purview of Regional Joint Task Force (RJTF) Commanders, the delegation of authority and C2 arrangements for the conduct of contingency domestic operations will be scenario driven. 4.4 Support to Governments and Constitutional Limitations In the conduct of Domestic Operations, the Department of National Defence (DND) and the CF play a supporting role in response to a request from municipal, provincial/territorial and/or federal lead civil authorities. This recognizes the jurisdictional boundaries and responsibilities established in various federal statutes such as the Constitution Act of 1867 (The BNA Act), the Emergency Preparedness Act ( See Fig. 2 below ) and the National Defence Act . Figure 2 The Emergency Preparedness Act establishes the Government of Canada’s responsibilities in emergency situations. As well, it provides a
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mandate for all federal departments and agencies to develop programs to deal with unforeseen and potentially disastrous events. Key elements of the Act: Establishes the responsibilities and functions of the minister responsible for Public Safety and Emergency Preparedness Establishes the emergency preparedness responsibilities of all federal ministers in their respective areas of accountability Recognizes the interests of the provinces and territories in relation to federal assistance provided during a provincial emergency Provides the legal basis for the Governor in Council to declare a provincial emergency to be of concern to the federal government, and to provide financial and other assistance requested by the affected province(s) Under the Constitution Act 1867 (British North America Act), a division of legislative jurisdiction was made between the federal and provincial governments. At s.91 of this Act, the federal government was given exclusive jurisdiction over a number of areas, including “Peace, Order and Good Government, Defence, and Criminal Law”. At s.92 of the same Act, the provinces were given exclusive jurisdiction over other areas, including: “administration of justice in the province” and “matters of a merely local or private nature in the province”. There is an exception under the Emergencies Act (See fig. 3 below) , whereby the Government of Canada may intervene in situations that are so serious that they have become “national emergencies”. Additionally, some situations may fall under the RCMP’s federal law enforcement authority, e.g. terrorism and international conferences. Figure 3 The Emergencies Act was developed to ensure that the Government of Canada can invoke exceptional yet incident specific powers to deal with emergencies. It replaced the War Measures Act. The four types of emergencies covered under the Act are: Public welfare emergencies Severe natural disasters or major accidents affecting public welfare, which are beyond the capacity or authority of a province or territory to handle. Public order emergencies Security threats that are beyond the capacity or authority of a province or territory to handle. International emergencies Intimidation, coercion or the use of serious force or violence that threatens the sovereignty, security or territorial integrity of Canada or any of its allies. War emergencies War or other armed conflict, real or imminent, involving Canada or any of its allies. 4.5 Assistance to Law Enforcement Agencies (ALEA) The CF does not have a standing mandate to enforce the laws of Canada. There are, however, several legal instruments and interdepartmental mutual aid memoranda of understanding (MOUs) through which the CF may be authorized to assist law enforcement agencies (LEA) in the execution of their mandate. The main MOUs are: MOU Counter Drugs (CF Sp to the RCMP), MOU Fisheries (Surface ships patrols and fisheries surveillance), MOU Environment (Partnership for environmental emergency response assistance to the Department of the Environment) and MOU National CBRN Response Team.
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Municipal, provincial/territorial or federal law enforcement agencies (LEAs), as well as other federal government departments responsible for the enforcement of federal laws, for example the Department of Fisheries and Oceans, may seek CF assistance in discharging their assigned duties. In order to streamline CF response in critical areas such as CF armed assistance to Corrections Canada, Federal Police, and Provincial Police forces, the CDS has delegated authority to Command Canada Com to determine the scope and disposition of such a response. Normally, the assistance requested is for a unique or special skill, capability or equipment only available from within the CF, and only for a specified period. CF assistance, when provided, is always provided in support of the LEA of jurisdiction. That LEA always retains full responsibility for the conduct of all law enforcement operations. 4.5.1 Classes of ALEAs When in receipt of a request for CF assistance or when advising civil authorities on the provision of military support, military representatives shall first ascertain the nature of the support requested, the intended use or role of CF resources and the circumstances that are likely to prevail when the support is provided. Following this analysis, the request can then be characterized in one of the four classes as follows: Class 1. CF assistance in support of law enforcement operations, where a disturbance of the peace 1 is occurring or may occur, and where the support is in the form of CF personnel and/or operational equipment 2 ; Class 2. CF assistance in support of law enforcement operations, where a disturbance of the peace is occurring or may occur, and where the support is limited to equipment other than CF operational equipment; Class 3. CF assistance in support of law enforcement operations where there is no potential for a disturbance of the peace and where the support is in the form of CF personnel and/or equipment; and Class 4. CF assistance to law enforcement agencies for other than law enforcement operations, where the support essentially consists of a provision of service, including CF personnel and equipment and/or the use of ranges, training areas or other infrastructure facilities. 1 Disturbance of the peace. For the purposes of this instruction, disturbance of the peace is defined as any situation where CF resources, due to the primary purpose of its presence, may be involved in the use of force in a confrontation with the public. 2 Operational equipment is defined as any (identifiable) CF equipment which, by its nature, is intended for the employment of force or as a means to deliver such capability or whose presence could be perceived by the public as being intended for the application of force. The operational nature of CF resources, other than war fighting equipment, is often more nebulous and the potential for their employment in a role associated with the direct employment of force will require careful consideration, based on the specifics of situations as they arise. 4.6 Aid of the Civil Power (ACP) Under the terms of the Constitution Act of 1867 (The BNA Act), the administration of justice within Canadian provinces/territories is under the jurisdiction of provincial/territorial governments. They are not permitted, however, to maintain military forces. In recognition that a riot or disturbance may exceed the capability of provincial/territorial civil authorities, the National Defence Act (NDA, Part VI) provides a process by which a province may requisition CF support, through the CDS, for the purpose of suppressing or preventing the riot or disturbance. This process has been amended with the passing of Bill C 7 (May 2004) which stipulates that the CDS response must be in accordance with such directions as the MND considers appropriate in the circumstances and in consultation with the affected Attorney General(s). The level and disposition of the CF response has been delegated to the Comd Canada Com, on behalf of the CDS.
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4.7 CF Decentralized Approach Civilian requests for CF assistance are normally handled at the lowest practical level. RJTFHQs are the designated Canada Com points of contact for requests for CF support. As such, RJTF Comds have developed standing procedures and contingency plans to respond rapidly to civilian requests for assistance in accordance with standard CF doctrine. Regular liaison and joint training with these civilian organizations contribute to a better understanding of the CF capability to respond to civilian requests for assistance. 4.7.1 Emergency Situations Requiring an Immediate Response Local commanders are expected to respond promptly to a request for assistance, within their approval authority, by providing an immediate CF response to an emergency to save lives, prevent human suffering, or mitigate property damage. In the event time or circumstances do not permit obtaining prior approval from a higher headquarters, a local commander may take whatever action he/she considers necessary and reasonable to respond immediately to such requests subject to any specific overriding military direction they may have been issued. This authority to provide an immediate response does not extend to those situations specifically addressed within the Emergencies Act . The scope of any immediate response will be limited by the local commander’s authority to commit CF resources and the capabilities of the forces available. This may include, but is not limited to, the following types of assistance: • The rescue and evacuation of individuals in emergency situations, emergency life saving treatment, the safeguarding of public health; • The emergency restoration of essential services (including fire fighting, water, power, communications, transportation and fuel); • The emergency clearance of debris, rubble, and dangerous items from public facilities and other areas to permit the rescue or evacuation of people and the restoration of essential services; • The detection and monitoring of chemical, biological and radiological contamination, the control of the spread of contamination and the timely reporting of such incidents; • The provision of emergency transportation and movement control; • The safeguarding, collection, and distribution of essential supplies and materiel; • The preparation of emergency or preliminary damage assessments; and/or • The restoration of interim emergency communications. 4.8 Military Chain of Command Once CF assistance is authorized and resources are committed, CF personnel will always remain under the military chain of command. CF assistance will only be provided in response to a specific request for assistance, which clearly identifies the nature of CF employment. 4.9 Domestic Posture In accordance with jurisdictional and other legal limitations, the CF will not develop any capability or train for any type of domestic operation for which it does not have a clear legal mandate. As a force of last resort, Canada Com is charged with maintaining clear situational awareness and an ability to instantly respond when assistance is requested. When faced with a request to provide forces or materiel in support of ALEA or a Government Agency, Canada Com will respond with whatever forces are available and not in conflict with its primary defence tasks. Forces will normally be drawn from Immediate Reaction Units, Ready Duty Ships and Standby Aircraft. When these forces are activated for domestic operations, force generators are responsible to ensure CF personnel are adequately trained and equipped to carry out their assigned duties. Guidelines for pre deployment and other training are outlined in the Annex.
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4.9.1 Immediate Reaction Forces and States of Readiness As a general rule, CF resources are maintained for defence purposes. The forces listed as on standby are drawn from CF general purpose combat capabilities, and are not maintained specifically for domestic operations. The availability of standby forces and their readiness will be reviewed annually to compare ECS force generation capabilities to Command Canada Com criteria for domestic operations response. In most situations, the CF response is based on the situation at hand and the forces available. Geography is a key factor given the vastness of Canada, the limited size of the CF and the location of its bases. Command Canada Com should be notified of any situation that is beyond the capability of a local commander so that coordination of additional CF resources required can be rapidly effected. Navy Ready Ships JTFA and JTFP each maintain one ship as “Ready Duty Ship” on 8 hours notice to sail for SAR or domestic contingency operations. Land Force Immediate Reaction Units (IRU) and Vanguards JTFA, JTFE, JTFC and JTFW each maintain an IRU of approximately 350 pers (organized as a headquarters with three sub units and first line service support) on 24 hrs notice to move. Within each IRU, one sub unit (approximately 85 pers) is designated as the vanguard, and is on 12 hours notice to move with the lead elements at 8 hrs NTM. MAJAID. JTFC maintains an airborne support group on four hours notice to move in support of Land Force Operation Plan 210 (MAJAID). A Medical support group, security platoon support section and two Liaison Officers are also on 12 hours notice to move in support of this plan. Air Forces Search and Rescue. Primary SAR aircraft are normally available on 30 mins notice during normal duty hours, and at 2 hours notice otherwise. Strategic Airlift. NDHQ/J4 Mov, based on Canada Com J4 input, coordinates all strategic movement requirements. Based on the situation at hand, J4 Mov will determine the best means of movement of vanguard or other elements. Strategic airlift will only be tasked as part of a movement plan. Air Mobility Support. 1 Cdn Air Div is able to support CF airlift operations by generating the following standby Mobile Air Movements Section (MAMS) resources from 1 Air Movements Squadron Winnipeg and 2 Air Movements Squadron Trenton: 4 x MAMS pers on 4 hrs NTM for MAJAID/MAJMAR; 12 x MAMS pers on 8 hrs NTM for ACP; and 12 x MAMS pers on 12 hrs NTM for a Domestic Disaster. Other Air Assets. Comox and Greenwood each maintain one long range patrol aircraft on 8 hours standby while there is one CH 146 Griffon helicopter in JTFA, JTFE, JTFC and JTFW always at 8 hours notice. 8 ACCS is at 6 hours notice to deploy. Logistics In the event of a National emergency, PSEPC has prepared a National Support Plan (NSP) to provide a generic emergency management structure and concept of operations for the coordination of federal and national support to the disaster area. Once the NSP or other national support plan is activated, the Government Operations Centre (GOC) located at PSEPC in Ottawa will then become the National Support Centre (NSC). The NSC is responsible for managing and coordinating national and international support to the affected province. Under the direction of the NSC and responsible provincial authorities, DND has responsibility for the establishment and operation of the Logistics Operations Management System (LOMS). LOMS
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has responsibility for coordinating the movement of personnel, materiel and other resources into the disaster area. J4 Log, acting as the Logistics Operations Manager at the NSC, is responsible for coordinating the activities of LOMS through the Logistics Management Centre. The Logistics Management centre is composed of the National defence Logistics Co ordination Centre (NDLCC) and the National Defence Movements Co ordination Centre (NDMCC) located at NDHQ. The NSC will co ordinate the efforts of the federal departments and provinces to locate the resources requested and direct their movement to selected movement hubs which could be CF establishments or commercial facilities. LOMS will coordinate the onward movement of those resources to selected staging areas from where they will be moved to specified distribution points (DPs) either by strategic or operational level movement resources. In this regard, commanders should note that numerous military personnel associated with LOMS might be in their areas of operations. The CDS, through J4 log, will normally retain operational control of all LOMS elements. However, personnel detached to LOMS elements may be placed under command of the Task Force Commander for daily administration. A JSG Formation has been formed to provide or arrange operational support to domestic and international contingency operations. The JSG is a high readiness formation and is comprised of a deployable Operational Support Formation Headquarters, 1 Engineer Support Unit (1 ESU) and has tasking authority for 3 Canadian Support Group (3 CSG) and 4 Canadian Forces Movement Control Unit (4 CFMCU). The JSG Formation has elements located in Kingston, Montreal and Moncton. Joint Nuclear, Biological and Chemical Defences Company (now known as Canadian Joint Integrated Response unit CJIRU) Under the auspices of the National Counter Terrorism Plan (NCTP), a national CBRN response team (Nat CBRNRT) has been formed. The Nat CBRNRT is comprised of participants from the CF, RCMP and Health Canada (HC). Each participant is responsible to conduct specific tasks as specified in a Memorandum of Understanding amongst the three responsible Ministers. The Canadian Joint Integrated Response Unit, located at CFB Trenton and part of CANSOFCOM, has as its primary role, CBRN counter terrorism response as part of the Nat CBRNRT. The CJIRU is equipped to provide the full spectrum of CBRN defensive services for response to a terrorist incident or activity. The CJIRU maintains components on varying levels of readiness to provide a graduated response to a no notice terrorist CBRN incident or activity. Nuclear Emergency Response (NER) Teams DND is responsible for providing NER Teams to support visits of naval nuclear powered vessels (NPV) to authorized Canadian ports and harbors. A NER Team is comprised of trained DND personnel from appropriate units and sections who respond to NPV emergencies. CMS is responsible for providing NER Teams at CFB Halifax and CFB Esquimalt. ADM(Mat) is responsible for providing a NER section at the CF Maritime Experimental and Test Range (CFMETR), which is augmented to full NER Team status by CFB Esquimalt during NPV visits to CFMETR. 4.9.2 Employment During National Emergencies During a domestic crisis, screening for domestic operation employment for regular force members would include confirmation of medical fitness and that no other situation exists that would prevent a individual from deploying. If time allows, it is likely that additional specific training would be provided. Regular and Reserve force CF members under 18 years of age may not be employed in any hostile theatre of operations or in any position where there is a possibility that the member may be directly involved in any hostilities, i.e. the resolution of any disturbance of the peace.
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There are legal distinctions between the employment of individual reservists who have volunteered for operational duty, and the call out or placing of reservists on active service. Where warranted by the situation, reserve units and personnel are liable to serve at the request of government. The liability of reservists to serve in different circumstances is dependent on the sub component in which they serve as described in the following table. Table 1. Liability of Different Service Classes Reserve Force Liability to Serve on Domestic Operations Sub Component Liable for Lawful Duty In Aid to Civil Service with Active Service Emergency Power Consent Primary Reserve Yes Yes Yes Yes Supplementary Yes No No Yes Reserve Canadian Rangers Yes Yes Yes Yes Cadet Instructor Yes Yes Yes Yes Cadre Notes: (taken from CCDDO) (1) The sub component, unit/element(s) or personnel thereof are subject to being placed on Active Service by order of the Governor in Council by reason of emergency, for the defence of Canada, or as a consequence of any action taken by Canada under an instrument of collective defence that may be entered into (such as NATO, UN, NORAD etc). NDA subs 31(1) and (2) refer. (2) The sub component, unit/element(s) or personnel thereof are subject to call out by the MND, or their designate by reason of an emergency as defined by the NDA. NDA subs 33(2)(b) and QR&O 9.04(3) and (4) refer. If the call out is not for an emergency, an Order in Council or a regulation authorizing such a call out is required pursuant to NDA subs 33(2)(b). (3) Members of the Supplementary Reserve are required to serve only when placed on Active Service IAW NDA subs 33(3) and QR&O 9.04(3), or when deemed to be on Active Service IAW NDA subs 31(2). Members could consent to server. (4) The sub component, unit/element(s) or personnel thereof are required to serve when called out IAW NDA sect 275. (5) A reservist may consent to perform any lawful duty. NDA subs 33(3) and QR&O 9.05 refer. (6) Canadian Rangers and CIC may be exempted from Universality of Service provisions in the future, which will impact on their liability for Active Service. 4.10 Unique Military Skills And Capabilities Except in situations requiring an immediate response to save lives, prevent human suffering and/or mitigate property damage, the decision to employ CF assets for non defence tasks shall be based on the need for unique military skills and CF capabilities. In cases where timely civilian alternatives are not
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available, Comds are expected to exercise sound judgment when deciding to commit CF resources. In cooperation with other federal government departments, the CF has developed specialist capabilities to respond to domestic crises. This is particularly true in the field of Chemical, Biological, Radiological and Nuclear (CBRN) Defence and Special Operations. 4.10.1 CBRN and Hazmat Incidents The CF has a mandate under the National Counter Terrorism Plan to provide a military component to the National CBRN Response Team (Nat CBRNRT). The CF component through the Canadian Joint Integrated Response Unit (CJIRU) provides: • advice on NBC defensive measures; • predictions on the downwind hazard arising from a release of contamination; • warnings and reports on the hazard; • reconnaissance operations to determine if contamination is present, • survey operations to delineate the extent of the liquid or solid contamination; • surveillance operations to monitor for the release or arrival of contamination; • casualty extraction for members of the Nat CBRN RT from the contaminated environment; • decontamination operations to clean up the members and equipment of the Nat CBRNRT; and • medical countermeasures for the members of the Nat CBRNRT. The CJIRU is not equipped to handle Hazmat incidents other than detecting and identifying the chemical present. In addition, it does not have the decontaminant lift capacity for the conduct of mass casualty decontamination operations. Provincial, territorial and municipal authorities are responsible for hazardous material (HAZMAT) response, including NBC/CBRN hazards. Where civilian resources are not available, civil authorities can request CF assistance in handling a HAZMAT incident or in handling suspicious packages and/or substances, which may contain HAZMAT. Transport Canada’s CANUTEC (Canadian Transport Emergency Centre) operates on a 24/7 basis and can provide advice to address HAZMAT incidents. Civil authorities should be encouraged to contact CANUTEC as a first step or concurrently to contacting the CF for assistance. 4.10.2 Defence Explosive Ordnance Disposal (DEF EOD) Defence explosive ordnance means military explosive ordnance, currently or formerly the property of the CF, visiting forces or other military force, that is located within Canada or in the territorial waters of Canada. Each ECS is responsible for developing and maintaining the military capability to deal with Def EOD. The neutralization and subsequent disposal of defence explosive ordnance is a routine defence activity as part of the “cradle to grave” management approach to this materiel. DEF EOD must not be confused with support to law enforcement. In the event DEF EOD incidents are the result of law enforcement agencies advising CF authorities of discarded “war trophies” or recovered military ordnance, any subsequent action undertaken by the CF shall be conducted as a routine operation. Operational level commands are the preferred point of contact with civil agencies for receiving such reports and assigning DEF EOD taskings, but all CF units must be prepared to respond to DEF EOD reports as required to meet local needs, if only to conduct a CF preliminary reconnaissance and/or determine whether or not the materials involved are of military origin. 4.10.3 Improvised Explosive Device Disposal (IEDD)
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The CF will maintain an IEDD response capability on defence establishments. Law enforcement agencies (LEAs) are responsible for improvised explosive device disposal (IEDD) outside of defence establishments. An existing CF IEDD capability may be employed to deal with non operational IEDD incidents occurring on CF installations if the capability is available and suitable for the task. In situations where a CF IEDD capability is not available or suitable, civilian law enforcement capabilities will be requested. 4.10.4 The Disaster Assistance Response Team (DART) The DART is a unique CF organization designed to rapidly deploy to a crisis situation anywhere in Canada and the world. The DART’s mandate is to deploy aid and assistance as a stopgap for 30 to 40 days until members of the national or international aid community arrive to provide long term help. The DART focuses on fulfilling four critical needs in emergency situations, namely: Primary medical care to 250 300 patients per day; Production of purified drinking water 50000 litres per day (up to 10000 bagged); Limited specialist engineer capability; and A command and control structure. The DART is composed of two main components: An operational level element of a headquarters; and The DART Company consisting of a headquarters, an engineer troop, a medical platoon, a defence and security platoon and a logistics platoon. Personnel for these elements are provided by the CLS, except for the medical platoon, which is generated by CFMG. Most of the DART’s equipment and stores are pre positioned in Trenton and maintained at a high state of readiness to facilitate rapid deployment. Canada Com J4 is responsible for coordinating strategic airlift of the DART from Trenton to a suitable location near the disaster site in the Canada Com AOR. The DART is intended for international deployments but could provide a rapid response to a domestic emergency in Canada. 4.10.5 Domestic Incidents Coordinated Through Joint Rescue Coordination Centres (JRCCs) JRCCs have the authority to immediately take necessary action to deal with any life threatening emergencies reported to them, inclusive of humanitarian assistance incidents. However, incidents involving other than aeronautical and maritime SAR, such as searches for missing persons, are usually the responsibility of local law enforcement or other various municipal, provincial, territorial or federal agencies covering many jurisdictions. These agencies may seek military assistance to locate a missing person. In these cases CF involvement is normally coordinated by a RJTF HQ. 4.11 Competition with Industry The Department of National Defence (DND) Provision of Services Policy (reference L) directs the CF not to enter into competition with industry for services available in the private sector. Limiting CF assistance to unique military skills and capabilities will help ensure the CF is not in violation of this policy. The prospect of having to reimburse DND for the cost of CF services, in particular total costs as it applies to non federal agencies, will normally cause the requesting agency to examine less expensive alternatives available in the private sector. For example, the employment of CF helicopters or airlift resources for the purpose of aero medical evacuation may be in direct competition with private sector resources. 4.12 Requirement for Recovery of Costs The CF is not ordinarily funded to carry out tasks other than those that fall directly within the defence mandate. Therefore, all costs associated with the conduct of CF domestic operations are normally subject to recovery from the requesting agency. This important aspect of the provision of CF assistance to lead
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civil authorities must be communicated to the requesting authority at the earliest opportunity and acknowledged before CF assets are committed. This requirement notwithstanding, a CF response to save lives, prevent human suffering and/or mitigate property damage will not be delayed or denied whilst negotiations pertaining to reimbursement are ongoing. As in any CF operation, the requirement to capture costs and maintain complete records is essential. 4.13 Information and Intelligence Gathering Within Canada, the collection of information and production of domestic intelligence is primarily the responsibility of civilian law enforcement and security agencies. The activities of the CF are subject to the Laws of Canada and therefore preclude the gathering and holding of information on Canadian citizens. As such, the CF will not collect information or keep records on Canadian citizens unless specifically authorized. 4.14 Logistics Support in Domestic Operations During the conduct of CF domestic operations, logistics, movements and other service support functions will normally be fulfilled/coordinated either through the local base/wing or the JTF Commander and his/her Liaison Officers to the Provincial Government Emergency Management Organizations (EMOs) depending on the nature and scope of operations. Support requirements beyond the JTF's capabilities will be coordinated through Canada COM. During a disaster, numerous OGDs and NGOs may have a requirement to move personnel or materiel into an affected province in response to requests from that province. This will be addressed through the Logistics Operations Management System (LOMS), which is a DND support task in the National Support Plan. The purpose of LOMS is to provide a distribution management system for all material and personnel, requested by Provincial Authorities and provided by Federal Government Departments, non affected Provincial/Municipal agencies and NGOs, collectively referred to as Providing Agencies. 4.15 Information Operations CF personnel deployed on domestic operations will play a supporting role in activities spanning the spectrum of information operations, in particular in establishing strong civil military cooperation. The media's attraction to CF personnel in uniform may create the false impression that the CF is in charge during a domestic operation. CF personnel must remain sensitive to this issue and endeavour to keep the responsible civil authorities in the forefront while emphasizing the supporting role of the CF. 4.16 Commitment of CF Resources In the conduct of liaison with civil authorities, care must be taken not to engage in planning that promises or implies a pre commitment of CF personnel or resources. Authorization at an appropriate level must be obtained for provision of all CF assistance. This is a legal requirement. Civil authorities must not be led to believe that the availability of any specific CF assets can be guaranteed. CF personnel and resources cannot be committed without considering other factors such as current military operations or training. 4.17 Security Related Duties The CF mandate for physical security is limited to CF property, equipment and personnel. Except when duly authorized, CF members are not to be employed on duties where their presence implies they hold
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any kind of law enforcement authority by virtue of their uniform. Unless properly authorized to carry out assistance to law enforcement authorities, CF members will not carry out security or law enforcement assistance tasks. Comds must not task CF members to perform duties where they may be expected to exercise control over the public. 4.18 Provision of Health Services Provision of health care to Canadian civilians is a provincial/territorial responsibility. Members of the Canadian Forces Health System (CFHS), as a general rule, may not provide health care to civilians without a formal request from the minister responsible for health. However, pursuant to the emergency provision found in Queen’s Rules and Regulations ( QR&O ) 34.012 MEDICAL LIABILITY GOOD SAMARITAN ASSISTANCE, except where a medical officer derives remuneration or other benefit from such assistance, medical care may be provided, in addition to those situations prescribed in this chapter, by a medical officer to any person, whether on or off a defence establishment, in any emergency situation when such action may be life saving, reduce the degree of injury or relieve emotional pain and suffering. Further, in accordance with QR&O 34.20(2)(c), CF medical personnel may provide care to civilians in domestic emergencies in the course of the performance of their military duties. 4.19 Crowd Confrontation Operations (CCO) In Canada, crowd confrontation is strictly a law enforcement agency function and the CF will not carry out such duties in the framework of dom ops without specific CDS direction. Direction to conduct crowd confrontation training in preparation for a domestic operation must be specifically approved by the CDS and will only be authorized for operational and/or extraordinary reasons. 5.0 GLOSSARY ACP Aid to Civil Power ACCS Air Communication and Control Squadron ADM (Mat) Assistant Deputy Minister (Materiel) ALEA Assistance to Law Enforcement Agencies AOR Area of Responsibility C2 Command and Control CBRN Chemical Biological Radiological Nuclear CMP Chief of Military Personnel CCO Crowd Confrontation Operations CCDDO Canada Command Direction for Domestic Operations CFD Chief of Force Development CSG Canadian Support Group CFHS Canadian Forces Health Services CFMCU Combined Forces Movement Control Unit
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CFACC Combined Forces Air Component Commander CFMG Canadian Forces Medical Group (old terminology) CANNTEC Canadian Transport Emergency Centre CFMETR CF Maritime Experimental and Test Range DART Disaster Assistance Response Team DEFEOD Defence Explosive Ordnance Disposal DP Distribution Point ECS Environmental Chiefs of Staff ESG Engineering Seismology Group GOC Government Operations Centre HAZMAT Hazardous Materials HC Health Canada IEDD Improvised Explosive Device Disposal IRU Immediate Reaction Units JRCC Joint Rescue Coordination Centre JTF Joint Task Force JSG Joint Support Group LEA Law Enforcement Agencies LOMS Logistics Operations Management System LO Liaison Officer MAJAID Major Air Disaster MAMs Mobile Air Movement Section MOU Memoranda of Understanding NDA National Defence Act NGO Non Governmental Organization NTM Notice To Move NSC National Support Centre NSP National Support Plan NPV Nuclear Powered Vessels NER Nuclear Emergency Response OGD Other Government Departments PSEPC Public Safety and Emergency Preparedness Canada RJTF Regional Joint Task Force SAR Search and Rescue 6.0 REFERENCES 6.1 Documents Reviewed
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Canada Command Directive on Domestic Operations. (2006). Issued on authority of J.Y. Forcier I Vice Admiral. Department of National Defence. Canadian Forces Health and Physical Fitness Strategy. (2008). Issued on authority of the Chief of Defence Staff. Department of National Defence. CDS CONPLAN 0290/03 PANORAMA. (2003). Issued on authority of Deputy Chief of Defence Staff. Canada US Civil Assistance Plan (CAP). (2008). Issued on authority of M.J. Dumais, Commander – Canada Command. Department of National Defence. Commander Joint Task Force Pacific CONPLAN 12251/07 PLETHORA – JTFP Response to Domestic Emergencies – Version 2.4. (2008). Issued on authority of Rear Admiral R. Girouard. Department of National Defence. Canada Command Level One Business Continuity Plan. (2008). Issued on authority of P.D. McFayden, Vice Admiral, Commander. Department of National Defence. Marine Event Response Protocol (MERP). (2008). Government of Canada, Emergency Management. Planning Guidance – CF Support to the 2010 Winter Olympic and Paralympic games. (2006). Commodore D.P. Issued in authority of Gagliardi, Deputy Commander. Department of National Defence. Atlantic Ready – JTFA CONPLAN Version 1.5. (2009) Federal Emergency Response Plan. (2009). Government of Canada – Emergency Management. National Counter Terrorism Plan. (2000). Issued by the Solicitor General of Canada under the authority of the Government of Canada. Canada’s Asia Pacific Challenge. 25 February 2009. Presentation on JTFP J5 website accessed February 24 th 2009. Domestic Operations – Collection of Documents. Accessed through JTFP – J5 website February 24 th , 2009. National Earthquake Support Plan for British Columbia. (1997). British Columbia Provincial Government. Contingency Plan PANDEMIC (PACIFIC) Response to the pandemic influenza in JTFP/CANADA COM AOR. (2009). Commander – JTFP. Department of National Defence. ACOP 210 – Contingency Plan for the rescue of survivors of a major Air Disaster. (1998). Commander 1 Canadian Air Division. Department of National Defence. Internet Resources http://www.canadacom.mil.ca http://www.wikipedia.com/cf http://esquimalt.mil.ca/ http://halifax.mil.ca/ http://winnipeg.mil.ca/a3sar/activities/majaid/majaid%20docs/MAJAIDPlan98%20with%2095%20an nexes.pdf http://lfcms.kingston.mil.ca/ http://www.jtfn.forces.gc.ca/ 7.0 ANNEX Pre Deployment Training General Recent operational deployments have demonstrated that general purpose combat training must be supplemented with a core of non traditional military training. To better prepare CF personnel for all
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operational missions and tasks, as a minimum, the following topics must be addressed during pre deployment training. Force Protection Training Training of general purpose military skills is necessary to ensure individual currency, proficiency and operational effectiveness. Subject to mission specific requirements, force protection training will include the following for all CF personnel 1 susceptible to be employed on a domestic operation: Weapon Handling. At a minimum, CF personnel must demonstrate proficiency on their personal weapon in carrying out PWT2 level standards including night shoot; CBRN Defence. When a CBRN threat or potential threat exists, CF personnel must be prepared to carry out their assigned duties in an CBRN environment. Units’ CBRN training plans must include Medical CM training IAW references EE and FF in preparation for IRU/High Readiness taskings. Force readiness and preparedness guidelines for CBRN defence are outlined in Chapter 7; First Aid. CF personnel must hold a current St John’s Ambulance Standard First Aid qualification; Preventive medicine. CF personnel must be adequately trained on procedures and actions to take when and if deployed in a specific hazardous mission area; Physical Fitness. CF personnel must pass the CF EXPRES Test and/or the Chief of Land Staff (CLS) Battle Fitness Test during the 12 months prior to the deployment date; Driving. CF personnel tasked with driving duties while deployed must hold a valid DND 404; Land Navigation. CF personnel must be proficient with the use of compass, map reading and the Military Grid Reference System; General personal survival skills. CF personnel must be adequately trained on personal survival skills; Communications. CF personnel must be proficient in voice procedure and capable of operating a standard VHF radio; and Use of Force. CF personnel must be adequately trained on the Use of Force as prescribed in CF Standing ROE for Routine Operations. 1 CF members are not expected to be current on everything and this should not preclude their employment on a domestic operation if an immediate need for their services arises. The suitability of CF members for a given domestic operation is best determined by his unit Comd who is ultimately responsible for his employment. Supplementary Training In addition, the following Topics will be considered as part of the pre deployment training program: • Operation and maintenance of equipment unique to the mission; • Media awareness and Public Affairs guidelines; • Stress management; • General safety (hazard recognition and prevention, use of fire extinguishers and other firefighting equipment, etc.); • Functioning as a member of a force in a multi discipline environment; • Negotiation techniques; • Legal issues; • Administration; and • Any other topic as directed
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APPENDIX C: REVIEW OF LITERATURE – CF FOREIGN OPERATIONS CANADIAN FORCES FOREIGN OPERATIONS Relevant to Minimum Physical Fitness Standards Research and Development Prepared by: Date: / / Last Update: / / Reviewed by: Date: / / Approved by: Date: / /
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TABLE OF CONTENTS EXECUTIVE SUMMARY 122
1.0 HEALTH AND FITNESS STRATEGY 123
2.0 DEVELOPING OCCUPATIONAL FITNESS TESTS AND 123 STANDARDS 3.0 PURPOSE OF REVIEW 124
4.0 FOREIGN MILITARY ASSISTANCE 124
5.0 CIVILIAN AUTHORITY ASSISTANCE 124
6.0 EXERCISES 124
7.0 OPERATIONS 124
8.0 CANADA EXPEDITIONARY FORCE COMMAND 125 (CEFCOM) 9.0 FUTURE 126
9.1 PRESENT 126
9.2 PAST 126
10.0 TABLE OF FOREIGN OPERATIONS 127
11.0 CURRENT OPERATIONS 130
12.0 DART DISASTER AIR RESPONSE TEAM 135
12.1 TYPICAL SEQUENCE OF EVENTS 136
12.2 EXAMPLES OF DART DEPLOYMENTS 137
13.0 SUMMARY 138
14.0 GENERAL LIST OF TASKS 139
15.0 APPENDIX 140
16.0 INDIVIDUAL KIT LIST FOR DEPLOYMENT 141
17.0 GLOSSARY 141
18.0 REFERENCES 143
19.0 ANNEX PHOTOS 145
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EXECUTIVE SUMMARY This report is part of a much larger project to renew the minimum physical fitness standard for the CF. The current CF fitness standard was developed around 1988 and therefore in need of an update to reflect current occupational demands thereby improving defensibility in a court of law. To help assess the current demands of the CF various documents have been drafted pertaining to those elements of the CF that are difficult to observe and measure directly. This particular report is concerned with the CF involvement in military operations and exercises outside of Canada. Only major, well documented events between the years spanning 1990 and 2010 are included, many more equally significant operations and exercises may have been filtered out of this analysis. But only the most physically demanding operations that concern a wide range of CF members were included from each of the various operational categories. Other reports are available on the HP R&D Sharepoint site and include contingency plans, domestic ops and specific info on current operations like Op Podium and Op Hestia. During the last 20 years, the CF have been involved in all types of military activity abroad ranging from humanitarian work, peace keeping missions to fighting the war on terrorism. The purpose of this involvement is to restore or establish democracy, law and order and to help relieve the suffering after natural disasters, acts of terrorism or dictatorships. The purpose of this report is to highlight the physically demanding tasks that these foreign military operations involve. The tasks can then be quantified through simulations and interviews with CF members involved in some of the key operations of the past two decades. Quantification is required in order to ensure any subsequent fitness standard is developed with a modern day representation of foreign deployments across the world. The many technological advances that have occurred over the past two decades will have made some tasks less physically demanding. Whereas, the demands of other tasks may have increased, for example the amount of equipment that is needed to be transported may have increased with the development of new technology. The tasks within each of the broader groups of deployment whether peace keeping, combat, humanitarian, search and rescue missions, etc all have common or overlapping movements and actions. These have been shown to include the following types of movements… • Digging Snow removal, uprooting trees, filling sand bags • Lifting Sandbags, tools, construction, medical, food and water supplies • Carrying The above list for lifting to and from supply ships, trucks or aircraft • Pushing Protestors, supply carts, generators and other heavy equipment • Pulling Fire & flood pump hoses, various ropes, cables and straps • Aerobic Running to get supplies, manual labor for prolonged duration • Other Awkward postures, thermal challenges, sleep deprivation, long hours The loading and unloading of ships, trucks, storage containers and aircraft are by far the most common tasks. The typical supplies required vary from food, water, tents, shelters, clothing, medical supplies, fuel, barricades, tables, ammo, luggage, vehicles, mechanical and electrical components etc depending on the mission type whether humanitarian, crowd control etc. The physical weight of each piece of equipment obviously varies widely, but is typically stacked in manageable packages onto cargo pallets. These cargo pallets are lifted onto the mode of transport by heavy machinery. Once at the destination the cargo pallets are removed and the nets are split open and the items are removed in the manageable packages. The equipment may be moved around ship, from vehicles to vehicle or into a storage facility as a group effort typically within a human chain.
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Some equipment may be carried by one person, typically recommended to have an upper limit of 32kg for health and safety reasons, although many members lift items that weigh much more. Awkward or overweight items will require 2 or more people, however items rarely have an even weight distribution, ergonomically designed handles, or the CF members are of differing heights and consequently one member always gets an uneven proportion of the overall weight. The frequency at which the items are loaded or unloaded is increased when working in a group and further increased with operations when compared with the similar daily duties of any CF member. The pace is often described as “walking with purpose” meaning a fast paced walk as running would be dangerous. When passing equipment in a chain the speed depends on the weight and would be around the range of 2 10 seconds per item. The lift height can vary between floor level and overhead for single person, slower paced, lifting and lowering, typically when restoring or retrieving items from a warehouse store. When working in a group of moving numerous items the set up is typically from either floor to waist at the start of the chain or waist to waist with a rotation or short distance to carry, waist to waist during the chain and then either waist to floor or waist to shoulder height at the end of the line. The distance items are typically carried vary from 1m to 50m for heavy items and 50m – 200m for lighter or well balanced and supported items, such as luggage which can weigh in excess of 32kg. The duration CF members are required to load and unload a vehicle has been reported as up to around 2 hours before they would stop for a rest break. Typical heavy or fast paced, multi person loading and unloading would be around 30 45 minutes but at intensities that require a rest after that shorter period. Chains would not normally be any shorter duration than this as it would be logistically faster to unload as a small group carrying each item individually. Tasks such as digging reportedly last around 2 hours and involve snow removal or sand bag filling and is probably the most aerobically demanding of all the tasks identified. Additional aerobic components include the climbing of flights of stairs and running short distances in an emergency situation. Tasks involving pushing and pulling are frequent but rarely required in a large capacity or for long durations and typically include erecting shelters or smaller, lighter tasks such as hose manipulation during fires and floods. The other physically demanding factors involved in military operations are too variable and dependent on the circumstances to provide even a broad range of characteristics. 1.0 HEALTH AND FITNESS STRATEGY In March of 2008, the CDS released a health and fitness strategy outlining the desire for “ continued consistent, measurable and scientifically validated fitness standards appropriate for operational requirements for individuals, occupations, units and environments …”. In response to this strategy, CMP tasked DGPFSS – DFit – HP R&D to develop and/or update the minimum physical fitness standards for all Canadian Forces Personnel (CFP). 2.0 DEVELOPING OCCUPATIONAL FITNESS TESTS AND STANDARDS The first phase in developing an occupational fitness test and standard involves a task analysis of all common and/or critical tasks CFP may be required to perform regardless of trade, rank, gender, uniform or location. Methods employed to acquire common/critical task information involve reviews of current CF literature, directives, strategic level guidance, lessons learned, and media archives along with site visits, interviews and focus groups.
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3.0 PURPOSE OF REVIEW This review provides a synopsis of the past and current foreign operations with which the CF is involved in context to their physical demands. A review of the physical demands performed during previous and current domestic operations is outlined in another review by HP R&D entitled Domestic Operations . In addition to a HP R&D review on all national level contingency plans involving the CF. General categories of tasks that may be physically demanding are identified for further investigation through interviews / focus groups and/or simulations. 4.0 FOREIGN MILITARY ASSISTANCE The Canadian Forces are usually called upon to support other military forces but will occasionally lead an operation. The military support would typically be another country from within the UN or NATO partnership agreement. For example supporting the US led invasion of Afghanistan, with the additional support from many other NATO countries. Canada may organize an operation to train the military or police forces within a country that is outside of the UN or NATO partnership, for example Jamaica in an effort to counter terrorism. However, this small training program was operated by the Special Forces Operation Regiment and although they play a significant role in many of the operations discussed in this document their involvement or their specific operations are not discussed in this report for security reasons and the fact that each specialized unit is having their own unique physical fitness standard reviewed. 5.0 CIVILIAN AUTHORITY ASSISTANCE Humanitarian action is an important component of Canadian foreign policy. In order to help maintain law and order and improve safety in various countries where natural or political disasters have reduced the capacity of the ruling authorities. Recent deployments to affected disaster areas like Haiti are a good example of the assistance provided by the CF. 6.0 EXERCISES Military exercises are conducted to train the CF members for particular scenarios or operations; they involve the detailed planning and simulation of the challenges and threats that may be encountered by CF personnel while on duty at home or abroad. Exercises are typically devised and conducted as a work up to a specific known deployment. Although some exercises are developed in preparation for a rapid response to a large scale security threat or environmental disaster. 7.0 OPERATIONS Military operations are when the threat is real and has escalated to a level that the CF members need to deploy either within Canada or abroad. This report will only discuss those operations outside of Canada and those during the last 2 decades, therefore covering operations conducted subsequent to the development of the fitness standard currently used by the CF – the MPFS 1988 and the CF EXPRES.
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Figure 1: Operational Regions from CANADACOM. NB.Canada command are publishing brief reports of all international and domestic operations since 1945. To date they have 246 of the 266 international ops catalogued. The CF foreign operations covered in this report are shown in fig 2 below followed by a detailed description of the physically demanding tasks associated with each operation type. 8.0 CANADA EXPEDITIONARY FORCE COMMAND (CEFCOM) Canada Expeditionary Force Command oversee all foreign deployments and have contingency plans for providing assistance to foreign military and civilian authorities, earthquakes, major air disasters, disaster relief, floods and others including NASA space shuttle contingency plan, the shipment of ammunition etc. A review outlining domestic contingency plans has been drafted by the HP R&D cell and is available on the R&D SHAREPOINT site. Link to some contingency plans are included below… Owner COS VCDS Related Number 78337 Subject CEFCOM CONTINGENCY OPERATION PLANS 20853/07 VIRUS - CEFCOM RESPONSE TO A PANDEMIC INFLUENZA http://dmcs ops.ottawa hull.mil.ca/DMCS STR/FilesO/DMCS35962.PDF Year 2007 Sequence Number 17379 Owner VCDSOPS Subject CEFCOM CONTINGENCY OPERATION PLAN 20800/1 GRIFFON - DEPLOYMENT OF THE DISASTER ASSISTANCE RESPONSE TEAM
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(Encl not scanned as Plan can be found on the Titan & unclassified Command view websites). http://dmcs ops.ottawa hull.mil.ca/DMCS STR/FilesO/DMCS17379.PDF In addition to CEFCOM, the DART provides operational support to international missions by integrating the capabilities of several support functions into task tailored support organizations. Further details of the DART group are included in section 4 of this document. 9.0 FUTURE The government has clearly indicated that CF involvement in Afghanistan is to be significantly reduced in 2011, furthermore the direct CF contribution to the Haiti relief effort is reducing and being left to the civilian aid agencies and Haitian government. However, the war on terror and the need for peacekeeping in the Middle East will likely continue to be an area of CF involvement. Also despite constantly improving technology detecting the warning signs, natural disasters will continue to occur around the world. Within Canada, typical disasters include a major earthquake off the coast of BC, forest fires, and tornados. Also issues surrounding arctic sovereignty are becoming a major CF priority. 9.1 PRESENT At the time of writing, operations in Afghanistan and Haiti are probably the two most physically demanding operations that the CF as a whole are actively involved with both at home and abroad. These two operations have past their peak for CF involvement and are coming to an end as discussed, further details are available on each operation in other HP R&D documentation. 9.2 PAST All three environments have made significant contributions to a wide variety of foreign operations in the last two decades. The list below is of the bigger operations and exercises in reverse chronological over the last 20 years (1990 2010) order conducted abroad that involved a physically demanding tasking of some sort for the CF. CF foreign operations have most often operated within the construct of an international mandate and therefore typically have two code names; furthermore missions that span several years may have multiple operations with a very similar mandate.
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TABLE OF FOREIGN OPERATIONS PASTEL / MATCH CHABANEL MARQUIS / TAY BRIDGE DELIVERANCE DIALOGUE FORWARD ACTION MEXICO 1992 COBRA DELIBERATE FORCE CONSONANCE ANCHOR GUARD GUARANTOR NYLON / ALLIANCE MEXICO 1995 SKY MONITOR CONNECTION (I) PRESERVE DELIBERATE GUARD HERITAGE ASSURANCE DENY FLIGHT CONNECTION (II) RELIEF SILVER WAKE SECRETARY HERITAGE VISION DECISIVE CONNECTION (III) UNITED STATES BISON / NOBLE GENERAL APPOLO CAULDRON PERU 1991 ENDEAVOR REDUCTION (2005 2) MENTOR / MIRADOR AFGHANISTAN ENDURING OPEN VIEW PARASOL KAYAK VERIFY ERATIONS / CENTRAL PRUDENCE / TANGO /PAKISTAN FREEDOM CONSTABLE MIKADO EAGLE ASSIST MARITIME GUARD EXERCISES HAITI 2004 2 QUARTZ / KINETIC BOLSTER ATHENA HUMBLE MEXICO 1994 IMAGE OPEN VIEW HAITI 2004 4 REPTILE / TOUCAN AMBER FOX ARCHER HAITI 04 ST. LUCIA 1999 PORTUGAL NATO UN DEVELOPMENT UNITED STATES CROCODILE / FUSION HALO ROULETTE MILITARY PROGRAM (2005 1) BOREAS LIANE CARAVAN ASSISTANCE MODULE JAMAICA 2007 PYTHON / CADENCE GLAUCUS HAMLET DISTINGUISHED CAULDRON HARMONY / MEDUSA HALO GAMES STANDARD WALLEYE / HALO STABLE ADDITION CONSTABLE ECLIPSE / SOLITUDE COMPLIMENT COMMONWEALTH LEGATION PEACEKEEPING
CURRENT OPERATIONS TYPE OF WORK HUMANITARIAN DISASTER RELIEF PEACEKEEPING SECURITY RECONAISSANCE OTHER WORK/ETC AFGHANISTAN HAITI SIMILAR WORK IN SUPPORT OF THIS TYPE OF THIS TYPE OF THIS TYPE OF THIS TYPE OF THIS TYPE OF POTENTIAL AREAS OF THE HAITI WILL WORK IS LIKELY WORK IS LIKELY WORK IS LIKELY WORK IS LIKELY WORK IS LIKELY N/A REOCCURENCE MIDDLE EAST CONTINUE TO CONTINUE TO CONTINUE TO CONTINUE TO CONTINUE TO CONTINUE POLITICS ICE / SNOW / POLITICAL STABALIZATION / STABILIZATION / SAFETY SECURITY PROBLEM CAUSING QUAKE / FLOOD / PROBLEMS VARIOUS TERRORIST EARTHQUAKE CONCERNS CONCERNS SUFFERING WIND / FIRE REDUCE SAFTEY AVERAGE 2020 DAYS 452 DAYS 424 DAYS 73 DAYS 833 DAYS 397 DAYS 532 DAYS 1289 DAYS DURATION ARMY ● ● ●MAINLY ● ●MAINLY ● ● NAVY ● ● ● ●MAINLY ● AIR FORCE ● ● ● ● ● COMMON COMMON GENERAL COMMON GENERAL COMMON GENERAL COMMON GENERAL COMMON GENERAL ACROSS RANK / TASKS WITH SOME TASKS WITH SOME TASKS WITH SOME TASKS WITH SOME TASKS WITH SOME SPECIFIC UNITS SPECIFIC UNITS SPECIFIC UNITS OCC ETC SPECIFIC TASKS SPECIFIC TASKS SPECIFIC TASKS SPECIFIC TASKS SPECIFIC TASKS PHYSICAL TASKS HIGH HIGH HIGH HIGH MED / HIGH MED LOW LOW
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DIGGING TASKS HIGH HIGH HIGH HIGH LOW NONE NONE ? LIFTING TASKS HIGH HIGH HIGH HIGH LOW LOW NONE ? CARRY TASKS HIGH HIGH HIGH HIGH LOW LOW NONE ? PUSHING TASKS HIGH HIGH HIGH HIGH LOW MED NONE ? PULLING TASKS HIGH HIGH HIGH HIGH LOW MED NONE ? SOLDIER TASKS HIGH HIGH MED MED HIGH HIGH NONE ? FIREFIGHTING MED MED LOW MED MED LOW LOW ? SAND BAGGING HIGH HIGH LOW HIGH LOW MED NONE ? AEROBIC HIGH HIGH LOW HIGH LOW MED LOW ? LONG HOURS YES YES YES YES YES YES YES ? THERMAL / THERMAL / DUST THERMAL / DUST THERMAL / DUST EXTREME HEAT / DUST / ALTITUDE / DUST THERMAL / / DANGEROUS / DANGEROUS / DANGEROUS CLIMATE DISEASE / CBRNE DISEASE / DUST CONDITIONS CONDITIONS CONDITIONS
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Figure: Showing date and duration of CF domestic operations from 1990 - Present day Jamaica 2007 CHABANEL United States 2005-2 United States 2005-1 BOREAS DISTINGUISHED GAMES HALO Haiti 2004-4 Portugal NATO Military Assistance HALO HAMLET Haiti 2004-2 GLAUCUS LIANE CARAVAN FUSION SOLITUDE TAY BRIDGE ACCIUS IMAGE ARCHER AMBER FOX EAGLE ASSIST ATHENA ECLIPSE CONNECTION (III) ADDITION CROCODILE TOUCAN REPTILE MIKADO MODULE PARASOL KINETIC CONNECTION (II) St. Lucia 1999 GUARANTOR CENTRAL KAYAK QUARTZ TANGO PRUDENCE COMPLIMENT CONNECTION (I) MIRADOR CONSTABLE MENTOR OPEN VIEW ROULETTE NOBLE BISON SILVER WAKE VISION DELIBERATE GUARD STABLE STANDARD LEGATION ASSURANCE STABALISATION DECISIVE ENDEAVOR ALLIANCE DISASTER RELIEF WALLEYE DELIBERATE FORCE MEDUSA HUMANITARIAN Figure 2: Showing the date and duration of most foreign operaHARMONY tions from 1990 Mexico 1995 PEACEKEEPING present day. NYLON COBRA CADENCE RECONAISSANCE DIALOGUE UN Development Program SECURITY Commonwealth Peacekeeping Mexico 1994 OTHER FORWARD ACTION CAULDRON DENY FLIGHT CONSONANCE DELIVERANCE MARITIME GUARD VERIFY REDUCTION SKY MONITOR RELIEF Mexico 1992 MARQUIS BOLSTER PRESERVE MATCH Peru 1991 PASTEL PYTHON ANCHOR GUARD Secretary-General Afghanistan/Pakistan HERITAGE 0 1 - 0 1 - 1 9 9 0 0 1 - 0 1 - 1 9 9 1 0 1 - 0 1 - 1 9 9 2 0 1 - 0 1 - 1 9 9 3 0 1 - 0 1 - 1 9 9 4 0 2 - 0 1 - 1 9 9 5 0 2 - 0 1 - 1 9 9 6 0 1 - 0 1 - 1 9 9 7 0 2 - 0 1 - 1 9 9 8 0 2 - 0 1 - 1 9 9 9 0 3 - 0 1 - 2 0 0 0 0 2 - 0 1 - 2 0 0 1 0 2 - 0 1 - 2 0 0 2 0 3 - 0 1 - 2 0 0 3 0 3 - 0 1 - 2 0 0 4 0 3 - 0 1 - 2 0 0 5 0 3 - 0 1 - 2 0 0 6 0 3 - 0 1 - 2 0 0 7 0 4 - 0 1 - 2 0 0 8 0 3 - 0 1 - 2 0 0 9 0 4 - 0 1 - 2 0 1 0 0 4 - 0 1 - 2 0 1 1
FURTHER DETAILS The following sections provide further details on each of the named operations and support provided by the CF since 1990. Each one is grouped into one of the following headings: • Stabilization /Counter Terrorism • Disaster relief – environmental reasons for suffering • Humanitarian relief – political reasons for suffering • Peacekeeping – border disputes, civil wars, political reasons for unrest • Reconnaissance – surveillance security issues • Security, VIP transport, Inspections, safety concerns • Other – various – training etc Obviously these terms are used as general groupings for the purpose of this report and the mandate of most operations will span more than one of these categories. Furthermore, the causes or relief efforts to these problems may overlap along with the physical demands. 11.0 CURRENT OPERATIONS Major deployments spanning several years and involving multiple operations, some of which are still in progress at the time of writing have been given their own category and are covered in greater detail in reports on the H&P R&D SharePoint site. AFGHANISTAN Canadian regular forces involvement in Afghanistan has dated back since January 2002, with an original commitment until October 2003. The operation was extended and they are now due to withdraw in 2011. A number of operations have extended the CF presence in Afghanistan including: • APPOLLO • ENDURING FREEDOM • ATHENA • ARCHER Name: ARCHER Date: 10/7/2004 Present Canada’s initial involvement in training the Afghan National Army began in Autumn 2003 (under Op ATHENA) but it took place on an ad hoc basis. Plans to formalize this involvement were developed in late July 2004 under the name Operation ARCHER, which came into effect on 7 October 2004. Its first phase comprised four staff officers at Combined Forces Command Afghanistan Headquarters in Kabul, two staff officers at Combined Joint Task Force 76 Headquarters in Bagram and 14 personnel training the Afghan National Army. Subsequently, on 17 May 2005 the Canadian announced that it would send up to 1250 troops to the Kandahar region as part of the regional Provincial Reconstruction Team, which would also include members of the Canadian International Development Agency (CIDA), the Department of Foreign Affairs and the Royal Canadian Mounted Police. It was clear, now, that ARCHER would be a more aggressive mission than originally conceived, and that it would take place in an area where Taliban and Al Qaeda operated and bandits
138 and drug lords were still very active and threatening. This second phase of Operation ARCHER began in late July 2005 when a 220 person Theatre Activation Team departed for Kandahar. Their role was to organize the camp for the incoming troops. The 750 soldiers for the initial deployment would be 250 soldiers from CFB Edmonton as part of the Provincial Reconstruction Team. A further 700 from CFB Petawawa would deploy first to Kabul in early August under Op Athena but would move from Camp Julien to Kandahar at the end of that operation. The PRT deployed in August while the troops from Kabul moved to Kandahar in October after having provided security assistance during the Afghan national elections. The support element in the Arabian Gulf that had supported Op Athena would now transition to supporting Op ARCHER. Joint Task Force 2 would also be deployed. The forces deployed under Op ARCHER represented a broad spectrum of capabilities. The PRT included an infantry company, an engineer squadron, a combat support company, and health and medical support. The 700 troops from Petawawa included an armored reconnaissance squadron with infantry support, an engineer squadron, an infantry company for security, a health support services unit, a national support element and a national control element. The initial task of the PRT would be to forge ties with local officials and determine what activities needed to be conducted and what the priority would be for each. About 20 soldiers would continue with the training of the Afghan National Army. A further group of 1250 troops arrived in February 2006 a 250 strong brigade headquarters and a 1000 strong task force. Canada would also assume command of the international operation in the area at that time. As a result, there would be about 1900 soldiers in Kandahar, about 85 in Kabul working with various organizations, and about 250 at the support base in the Arabian Gulf. On 31 July 2006, NATO took command of operations in six southern Provinces of Afghanistan, including the area in which the Canadians were operating. The Canadians of Op Archer now came under ISAF, and when the next rotation of Canadian troops took place, the operation name was returned to Operation ATHENA, although the rotation numbers carried on from Op ARCHER and not from the previous Op ATHENA rotation sequence. Op ARCHER continued but was now comprised only the staff officers at the Combined Security Transition Command – Afghanistan (CSTC A) in Kabul and a few liaison officers at Bagram Airfield supporting Operation ENDURING FREEDOM (OEF). Perhaps the most important contribution was the CF instructors training the Afghan National Army (ANA) at the Canadian Afghan National Training Centre Detachment (CANTC Det) in Kabul. The Canadian contribution to Op ARCHER consisted of about 30 CF personnel as of September 2007. HAITI This section includes a very brief overview of the Canadian forces involvement in Haiti, for further details on current / recent operation in Haiti – OP HESTIA, please refer to the various HP R&D reports on the SHAREPOINT. After Afghanistan, Haiti is the second largest recipient of foreign aid. Canada has been at the forefront of an international effort to help stabilize and develop the country, Canada was the only country at an international donor conference in 2006 to commit to a five year aid program for the embattled Caribbean nation, to be delivered mostly through the Canadian International Development Agency. The GoC have provided financial aid and various forms of training support from improvements in health care to RCMP providing training to the Haitian national police force. Between 1994 and 2001, Canada sent Haiti $200 million in direct aid.
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Between April 2004 and September 2007, Canada contributed close to $332 million to development efforts, including food and medical aid, and $17 million for elections. From 2006 to 2011, Canada pledged $550 million dollars, the primary purpose being to strengthen political institutions and the rule of law. The CF has also provided long term support to Haiti, including security and disaster relief. 1990 91: ONUVEH United Nations Observer Group for the Verification of the Elections in Haiti. Canada sent a contingent to Haiti to observe and safeguard the electoral process. 1993 96 UNMIH United Nations Mission in Haiti. Canada contributed 750 military personnel and 100 civilian police. 1996 97: UNSMIH United Nations Support Mission in Haiti. Canada contributed 752 military personnel and 100 civilian police. 2004 ongoing: MINUSTAH United Nations Stabilization Mission in Haiti. Canada is contributing 66 civilian police and 5 military personnel. 2010 Canadian sends 1,000 soldiers after the January earthquake. The Canadian government has a long history of involvement in Haiti, particularly since the beginning of Haiti’s turbulent and still incomplete transition to democracy in the mid 1980s. Since the 1970s Canada has invested more than $572 million in Haiti’s development and participated in UN missions, as elections observers during Haiti’s first democratic elections in 1990 (ONUVEH) and as part of the peacekeeping mission from 1993 to 1996 (UNMIH) that returned former President Aristide to office following his removal by the Haitian army in 1991. In addition, the Canadian government participated in later United Nations Stabilization Mission in Haiti (MINUSTAH) and has been involved in Haiti through international financial and regional institutions such as the International Monetary Fund and the Organization of American States. CF members were deployed from Nova Scotia with 2 Navy ships and additional members were sent from 8 Wing Trenton and later from 17 Wing Winnipeg to help with the relief effort. This Operation is not only one of the most recent but is also one of the best in terms of media coverage and access to information and also in terms of an example of the physical demands required by all personnel in the CF and not just those chosen to deploy. Military Police do not normally sail with Canadian Navy ships but for OP Hestia in Haiti they did in order to provide security, liaise with local law enforcement agencies, train naval boarding parties in procedures and the use of force. Only 4 Military Police were deployed with 2 on the HMCS Halifax and 2 on the HMCS Athabaskan. A number of operations have occurred involving Haiti and include the following.
• Heritage • Cauldron • Commonwealth peacekeeping • Open View • Constable • Humble • HAITI 2004 1,2,3,4 • Halo HUMANITARIAN OPERATIONS In this category, operations are grouped by the requirement for humanitarian aid such as food shelter, water and medical supplies caused by disruption of the peace through military or civil war.
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Events relate to cases where there was a known potential for the local policing authorities to be overwhelmed and so as a precautionary measure the CF were brought in to provide support. One major role of this type of operation is the provision of supplies, either by air, land or sea and therefore in terms of CF involvement the loading and unloading of the supply vessels is probably the most physically demanding tasking with which every CF member regardless of rank and occupation is involved. DISASTER RELIEF This involves the supplies of humanitarian aid but for natural disasters for example earthquakes, droughts, hurricanes, fires. Model operation: Jamaica 2007 Date: 8/23/2007 8/24/2007 Hurricane Dean was the first Category 5 storm of the 2007 hurricane season. It formed off the Cape Verde Islands on 13 August and rapidly increased in intensity to become the ninth most intensive Atlantic hurricane ever. On Sunday 19 August, Hurricane Dean, as a Category 4 storm, delivered up to 50 cm of heavy rain and sustained winds of between 130 and 160 km/h to parts of Jamaica. Although the hurricane did not hit the island directly, the rain and winds caused considerable damage with flooding in the east and landslides on the northeast side of the island. Three people died while almost $5 billion (US) in damage resulted in Jamaica Around 3:00 PM on 23 August, the first C 17 delivered to the Canadian air force left Trenton on its first operational mission. It was carrying 32 tones of humanitarian aid from the Canadian Red Cross and the Canadian International Development Agency, which in the past would have required four CC 1390 Hercules flights. The CC 177, as the aircraft is known in Canadian nomenclature arrived back in Trenton around 3:00 AM on the 24th. As described the new Globe master aircraft can perform the work of four Hercules aircraft in terms of carrying capacity and therefore the CF personnel must work harder and for longer hours to load and unload an aircraft of this size. SURVEILLENCE / RECONNAISANCE Name: FORAGE Date: 8/27/2001 9/26/2001 Canada participated in Operation ESSENTIAL HARVEST from start to finish. Approximately 200 Canadian Forces personnel were deployed as Task Force FYROM, under the CF designation Operation FORAGE. Beginning with three officers assigned to work at the NATO Task Force HARVEST Headquarters in Skopje, the operation included about 145 members of the Royal Canadian Dragoons (the armored reconnaissance squadron) and support personnel from the 3rd Battalion, The Royal Canadian Regiment Battle Group in Bosnia Herzegovina. All of these personnel were serving with the Stabilization Force (SFOR) on Operation PALLADIUM when the order came to redeploy to FYROM. The remaining Canadian troops came from the Canadian Forces Joint Operations Group (CFJOG), based in Kingston, Ontario, and National Defense Headquarters in Ottawa, Ontario. The primary mission of the Canadians was to utilize their Coyote armored reconnaissance vehicles to provide surveillance capabilities and convoy escorts. Concurrently, on 20 September, members of the infantry platoon serving with the Task Force were assigned to Operation HEMP, a one day British operation involving weapons collection close to the Albanian border.
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This type of operation requires specific occupational training and does not typically include all CF members. SECURITY Name: CHABANEL Date: 4/10/2006 5/22/2006 To assist the Royal Canadian Mounted Police in intercepting a drug shipment in the South Atlantic. CF Mission/Operation Notes: The Canadian Forces and the Royal Canadian Mounted Police (RCMP) have a long history of joint participation in drug and contraband interdiction operations. Over the course of a year and a half, the RCMP developed the opportunity to intercept a shipment of drugs bound for North America. The CF was requested to assist in what would become Operation CHABANEL. On 10 April, HMCS Fredericton put to sea with RCMP officers embarked. Refueling at sea, the ship conducted a high speed transit to Dakar, Senegal, arriving on 18 April. The ship quickly refueled, sailed and met the RCMP chartered vessel “Stalker” that would be involved in the operation. The Stalker would be undercover and meet a supplying ship off the west coast of Africa. The ship would then receive the drugs. HMCS Fredericton would act as command and logistics platform, as well as providing armed assistance if anything went wrong during the transfer. Delays forced the two ships to enter different ports to refuel, with HMCS Fredericton entering Tema, Ghana on 1 May. Different ports were chosen to maintain operational security. On 10 May after further delays caused by bad weather, the Stalker met the supply vessel – a problem free transfer of the drugs, 22.5 tons of hashish, took place. The Stalker then headed towards HMCS Fredericton, and offloaded the drugs onto HMC Ship. With the transfer complete, HMCS Fredericton refueled at Dakar on 17 May and then conducted another high speed transit to allow the RCMP to continue the Canadian part of the operation. The ship arrived in Halifax harbor very late on 22 May, offloading the hashish. The RCMP then used the drugs in a sting operation on 2 June that resulted in the immediate arrest of three people. OTHER This category comprises smaller operations such as a 2 person team of officer level investigators or advisors. Examples include embedding with a civilian humanitarian aid team and report or to provide advice, providing a small team of repair technicians to larger scale unique operations like training police force, drug smuggling interception, assisting in a funeral, recovering a vintage aircraft for heritage, mine clearing, VIP transport, etc. SEARCH AND RESCUE Name: United States 2005 2 Date: 9/3/2005 9/12/2005 CF Mission/Operation Notes: In the wake of Hurricane Katrina, the Canadian Red Cross (CRC) began operations to assist the American Red Cross. Thirty seven CRC volunteers went to Louisiana and Texas to assist their American counterparts in providing safe shelter, warm meals and comfort to some of the 135,000 evacuees who were staying in 470 Red Cross shelters. The first group of volunteers, 25 in all, flew to Houston on a CC 150 Polaris flight on 3 September, along with five members of the Department of Foreign Affairs.
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In the aftermath of Hurricane Katrina, the United States Coast Guard (USCG) was overwhelmed with calls for rescue and other Coast Guard services. By 31 August, there were over 2700 calls for assistance in Louisiana and Mississippi alone. Coast Guard ships and aircraft were pulled from other areas to handle this crisis. Five of the six H 60 Jayhawk helicopters stationed at the Cape Cod Air Station, Maine which covered the Boston Search and Rescue area, were deployed to the southern United States to assist in rescue efforts. This left a shortage of helicopters for the busy Labor Day long weekend, which had historically been the busiest of the year. In response to a request from the United States Coast Guard, the Canadian Air Force deployed two CH 146 Griffon helicopters, configured for search and rescue, to the Cape Cod Air Station. One Griffon was from 444 Combat Support (CS) Squadron at 5 Wing Goose Bay and the second from 439 CS Squadron at 3 Wing Bagotville. The helicopters were deployed from 3 to 12 September and conducted two search and rescue missions. 12.0 DART DISASTER ASSISTANCE RESPONSE TEAM The Disaster Assistance Response Team (DART) is a multidisciplinary military organization designed to deploy on short notice anywhere in the world in response to situations ranging from natural disasters to complex humanitarian emergencies. Their mission is to bridge the gap until national and international aid agencies arrive to provide long term help and can conduct relief operations for up to 40 days with their 200 or so Canadian Forces members. The current force level is authorized up to 210 personnel and it can be surged to a maximum of 240 personnel with approval from CEFCOM. The origins of the DART lie in Operation PASSAGE, the 1994 deployment of 2 Field Ambulance from Petawawa, Ontario, to Rwanda, where hundreds of thousands of people living in refugee camps faced an outbreak of cholera. Despite the best efforts of all concerned, the medical contingent did not arrive until after the epidemic had passed its peak. Consequently, GoC recognized the need for a rapid response capability to provide effective humanitarian aid and to date the DART is comprised of the following main elements: DART Headquarters (42 CF members): Drawn mostly from the Canadian Forces Joint Headquarters and the Canadian Forces Joint Signal Regiment in Kingston, Ontario, DART HQ (with 27 CF members) is the link to the governments of Canada and the host nation, and to partner organizations such as the U.N. and non governmental humanitarian aid agencies. Under the direction of the Commanding Officer, DART HQ is responsible for determining and coordinating the entire unit’s work in the theatre of operations. DART Company Headquarters (10 CF members): “DART Company” is the main body of the DART, comprising Engineer Troop, Medical Platoon, Logistics Platoon and Defense & Security Platoon. DART Coy HQ provides command and control for its sub units and sets their tasking priorities; it also provides a separate command team that can direct a split operation if required. Military Police Section (2 CF MP Members) directly support the DART HQ, who provide assist the deployed forces by conducting police, security, and specialist operational tasks. This includes law enforcement, criminal intelligence gathering, civilian police force training, personnel and material security, and detention operations. Signals Troop (13 CF members) CIS staff provides support to operations by managing and servicing communications and information technology (IT) for voice, text and data systems. This includes digital radios, ground telecommunication systems, radar systems, portable satellite terminals, fibre optics, cryptographic equipment and computers. Medical Platoon (45 CF members): The members of Medical Platoon operate a medical / dental aid station, a small tented facility offering laboratory, pharmacy, rehydration, preventive medicine and
143 limited obstetrics services. It does not provide surgical or trauma care services. The health care centre can serve 250 to 300 outpatients and 10 inpatients per day, depending on their needs. Logistics Platoon (22 CF members): Logistics Platoon coordinate a broad range of functions and provide the DART with almost all its support and sustainment services, such as transport, postal services, vehicle maintenance, and the supply and delivery of equipment, ammunition, food and shelter. Defense and Security Platoon (44 CF members): Defense and Security Platoon is the DART’s source of security and general labor services, maintenance staff coordinate the preparation for delivery, repair and maintenance of weapon systems, fighting vehicles, transport vehicles and general land equipment. Engineer Troop (42 CF members): to provide limited utilities and vertical construction services. Construction engineers Field engineers Water Supply Section, Heavy Equipment Section Field Engineering Section With its Reverse Osmosis Water Purification Unit (ROWPU), Water Supply Section can produce up to 50,000 liters per day of safe drinking water, provided in bulk to the medical aid station and in bags for distribution to local residents. Once the DART camp is established, the other sections of Engineer Troop undertake other basic construction and engineer tasks required to support, sustain and protect humanitarian aid operations and to allow for their freedom of movement. 12.1 TYPICAL SEQUENCE OF EVENTS Although referred to as the rapid response team, the DART are not the first Government of Canada (GoC) or Canadian forces members on the ground after a disaster, the typical sequence of events in a coordinated GoC approach to a disaster is highlighted below. A DART deployment can only be considered when there has been a formal request from the government of the affected country. In addition, DART typically refrain from deploying if the environment is: • within Canada • contaminated with Chemical, Biological, Radiological, Nuclear or Explosive (CBRNE) agents • in a non permissive environment (politically unstable) Once the formal request is received the Department of Foreign Affairs Canada and International trade (DFAIT) lead a team to assess the situation. The team consists of members from the Interdepartmental Strategic Support Team (ISST) a representative from the Canadian International Development Agency (CIDA) and a representative from the Canadian forces who determine in consultation with the host nation, what types of support that Canada could offer. The team is quickly dispatched to the affected country; they conduct the strategic analysis of the situation and determine the magnitude of the disaster in conjunction with a range of other factors. If the host nation agree with the support proposal DART members will be deployed as a stabilization force, to bridge the gap and meet the interim needs until the affected government or humanitarian agencies can restore certain medical and engineering services. Once DART knows where to set up camp, it begins shipping troops and equipment, usually from Canadian Forces Base Trenton in Ontario. Almost everything DART needs — more than 40 vehicles
144 and 340 tones of supplies — is stored in a warehouse at the base, ready to be shipped at 48 hours notice. Another 11 tones of medical supplies are stashed nearby. An Interdepartmental After Action Review (AAR) occurs several weeks after the emergency phase of a disaster. The Department of Foreign Affairs and International Trade (DFAIT) chair this meeting and invites various departments to share the lessons that they have learned throughout the deployment, execution and follow up action during a natural disaster. This has been a very successful initiative and one which has resulted in a better awareness of lessons learned in order to improve the Government of Canada’s response to future natural disasters. Canada has deployed the full DART team several times: in Honduras, after a major hurricane struck, in Turkey, after an earthquake devastated part of the country and in the wake of the 2004 tsunami in Southeast Asia. 12.2 EXAMPLES OF DART DEPLOYMENTS Honduras: Operation Central A severe hurricane that ripped through Honduras in October 1998 killed thousands and left several million people homeless. DART deployed to the most devastated area, the Rio Aguan Valley in north central Honduras. Because many of the roads and bridges were destroyed, four CH 146 Griffon helicopters from CFB Petawawa flew down to shuttle medical teams, food and water out to isolated villages. DART staff: • Treated about 7,500 patients, largely for ailments such as respiratory infections, skin and intestinal infections, diarrhea and parasites. • Produced thousands of liters of clean drinking water and chlorinated local wells used by about 15,000 people. • Repaired roads, bridges and electrical and water supply systems. • Delivered more than 113 tones of food, water and medical supplies by the time they left in mid December. Turkey: Operation Torrent An earthquake that struck northwestern Turkey in August 1999 killed tens of thousands of people and left more than half a million homeless. The DART team, which set up in the town of Serdivan about 135 kilometers east of Istanbul: • Treated more than 5,000 patients. • Produced more than 2½ million liters of purified water, tested 50 water sources for safety and monitored a water treatment plant and reservoirs. • Helped clean up a local school. • Restored electricity at a medical clinic. • Constructed a 2,500 person tented camp in Serdivan. Sri Lanka: Operation Structure An earthquake in the Indian Ocean on Dec. 26, 2004, triggered a series of tsunamis in Southeast Asia, killing an estimated 275,000 people. Prime Minster Paul Martin announced Jan. 2, 2005, that DART would be sent to Sri Lanka. The Canadian government was criticized at the time for its decision to send DART to Sri Lanka rather than to a more severely affected area, such as Indonesia, and for its perceived slow response to the crisis. DART, which set up in an old sugar factory in Ampara: • Treated more than 7,620 patients.
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• Produced nearly 3.5 million liters of drinking water. • Transported nearly 70,000 across a local river. • Helped in repairing schools, clearing rubble and building temporary shelters. Pakistan: Operation Plateau A magnitude 7.6 earthquake with an epicenter about 95 kilometers northeast of Islamabad devastated parts of Pakistan on Oct. 8, 2005. The quake killed tens of thousands of people in Pakistan and left about 2.5 million homeless. On Oct. 14, 2005, after a request from the government of Pakistan, Canada deployed DART, which distributed 500 tones of humanitarian aid supplies and purified and distributed 3,811,535 liters of drinking water. The team also provided medical treatment to 11,782 people, including: • 7,000 who received care from mobile medical teams airlifted by helicopter to their isolated communities. • 2,637 who received care at the DART clinic in Gahri Dupatta. • 2,145 who were immunized against a variety of contagious diseases. Further details of Operation Plateau are provided as an example within the Annex section 13.0 SUMMARY The above categories were used for the purpose of this report only and refer to grouping for combining physical demands and therefore do not necessarily reflect the main objectives of each operation in terms of the support provided by the Canadian Forces. The purpose of this report was to highlight the most physically demanding types of foreign operations in particular those that potentially apply to the entire CF and not just elite units. The information was predominantly gathered from CF media and published reports or civilian media and academic articles. The credibility of some sources of information is questionable and may only pertain to an individual’s experiences and perceptions. Therefore, the tasks, weights, forces, frequencies and postures described here require independent verification before being to determination the fitness standard. The quantification of these elements will be conducted by visiting various locations and actively measuring and monitoring the tasks, in addition to interviewing CF members who recently deployed and holding focus groups with SME’s to verify the accuracy of the data. The most common task by far throughout the entire CF independent of occupation, location, rank, age, gender, etc is lifting, followed by carrying. In order to determine the physical work capacity required to safely accomplish these lifting and carrying tasks, various factors need to be established. The power output (Watts) of repetitive lifting can be determined by knowing the weight of the object the height of the lift and the frequency. For example, to work at an external power output of 100Watts per minute and individual would be required to lift around 30, 20kg objects a height of 1m, this however is the external power output and may be made harder for the individual if any of the following are involved: • the object is oversized • unbalanced with a centre of mass • without handles • the location has • an awkward posture for pick up or put down • leaning over
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• overhead reach etc • a need for PPE • extreme environmental conditions • the lift requires a static support for a prolonged duration • a significant carry distance With this in mind the generic quantification of an occupational task that is common across the army navy and air force and across rank structure and occupation is difficult to determine. Additional complications include units that work as a team – ie the heavy lifting will predominantly be carried out by the larger members where the speed work or that requiring awkward postures could be performed by the smaller individuals. The type of operations that seem to encompass all AF, ARMY, NAVY, and even SO personnel are disaster relief efforts. These require the skills of each sectional aspects of the CF involving the provision of defense, security, medical support, reconnaissance, construction and maintenance, transport, logistics and supplies. Main providers Types of tasks Land force Air force Naval force Conflict / Combat 1 2 3 Security / Defense 1 3 2 Loading / Unloading 3 1 2 Construction / Maintenance 1 2 2 Logistics / Supply 3 2 1 Surveillance / Reconnaissance 2 1 3 Medical / Dental 1 2 2 The following pages contain a variety of information that contributed to this report and include, photos, kit lists for deployment, a glossary of acronyms and abbreviations used, references and a typical DART deployment report. The physical demands of the various operational groups have many movement factors in common. 14.0 GENERAL LIST OF TASKS • Digging Snow removal, uprooting trees, filling sand bags • Lifting Sandbags, tools, construction, medical, food and water supplies • Carrying The list above to and from supply ships, trucks or aircraft • Pushing Protestors, generators and other heavy equipment • Pulling Fire, flood pump hoses, various ropes and cables • Aerobic Running to get supplies, manual labor for prolonged duration. • Other Awkward postures, thermal challenges, sleep deprivation, long hours
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15.0 APPENDIX A typical DART response documented from 2005 Date of disaster: October 8, 2005 Type of disaster: Earthquake 7.6 on the Richter scale Location: Pakistan and India epicenter near Muzaffarabad, Pakistan, about 95 km northeast of Islamabad. Request for aid: Assistance request from the Government of Pakistan. Assessment: On October 11 th Canada dispatched nine experts to the earthquake zone to identify what Canada could contribute. DFAIT: Department of Foreign Affairs Canada and International trade ISST: Interdepartmental Strategic Support Team CIDA : Canadian International Development Agency CF: Canadian Forces Type of aid: Initial disaster relief stage, recovery and reconstruction in cooperation with the Pakistani authorities and international aid agencies. Deployment: Prime Minister Paul Martin announced on October the 14 th that the CF Disaster Assistance Relief Team (DART) would go to Pakistan. Operation name: Operation PLATEAU Involvement: DART members provided effective assistance while aid organizations moved into the disaster area and established their capabilities. • Distributed 500 tones of humanitarian aid supplies; • Purified and distributed 3,811,535 liters of drinking water; and • Provided medical treatment to 11,782 people, including: • 7,000 receiving care while airlifted by helicopter to isolated communities, • 2,637 who received care at the DART clinic in Gahri Dupatta, and • 2,145 who were immunized against a variety of contagious diseases End of involvement: Between November 27 and December 1, 2005, the DART handed over its water points and medical facilities to OXFAM, the International Committee of the Red Cross, and the Red Crescent Society of Pakistan. Its mission completed, the DART officially ceased all operations on December 4. The 1st flight of DART personnel arrived in Canada on 03/12/05, the final flight of DART personnel was scheduled to land on 09/12/05. A small group remained behind to oversee the return of DART equipment to Canada; they were expected to return by 20/12/05.
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16.0 INDIVIDUAL KIT LIST FOR DEPLOYMENT SOURCE: CANADA COMMAND 1. Personnel will be dressed in either CADPAT or Naval Combat dress. Other required kit is as follows: a. Rucksack 1 b. Sleeping Bag outer 1 c. Sleeping Bag liner 1 d. Sleeping Bag valise 1 e. Air mattress 1 f. Mosquito bar 1 g. Ground Sheet/shelter half 1 h. Combat Boots 2 pairs (Note 1) i. Sunscreen 1 j. Insect repellent 1 k. Lip balm 1 l. "Camel Pack" (water) 1 m. Laundry bags 2 n. Leather work gloves 1 pair o. Cot 1 p. Flashlight 1 (with batteries) q. Wet Weather Clothing 1 set complete Note 1. Gore Tex © combat boots should be worn for all operations except for forest fires where lighter, summer weight boots should be worn. 17.0 GLOSSARY ACP Aid of the Civil Power ALEA Assistance to Law Enforcement Agencies ATI Access To Information CBRN Chemical, Biological, Radiological, and Nuclear CEMC Community Emergency Management Coordinator CMBG Canadian Mechanized Brigade Group CCG Community Control Group DCDS Deputy Chief of Defense Staff DCDS 2/98 NDHQ Instruction DCDS 2/98, “Guidance for the
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Conduct of Domestic Operations” DDDO DCDS Directions for Domestic Operations DGSP Director General Strategic Planning DHH Directorate of History and Heritage DND Department of National Defense DWC Domestic Warning Center (American; part of USNORTHCOM) EOC Emergency Operations Centre FPS Force Planning Scenarios HAZMAT Hazardous materials IAHDO Inter Agency Handbook on Domestic Operations IRC Immediate Response Component IRU Immediate Reaction Unit JDDO Joint Doctrine for Domestic Operations JEPP Joint Emergency Preparedness Program JIMP Joint, Integrated, Multi agency, Public JTF 2 Joint Task Force 2 LFWA Land Forces West Area LTCP Long Term Capital Plan NATO North Atlantic Treaty Organization NBCD Nuclear, Biological, Chemical Defense NDA National Defense Act NDCC National Defense Command Centre NEC Nuclear Emergency Commander NORAD North American Aerospace Defense Command NTM Notice to move OGD Other Government Department OPFOR Opposition Force
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POC Provincial Operations Centre PSEPC Public Safety and Emergency Preparedness Canada ROE Rules of Engagement RRC Reinforcing Response Component SIBCRA Sampling and Identification of Biological, Chemical and Radiological Agents SCP Strategic Capability Planning SOCRAM Scenario Operational Capability Risk Assessment Model SRC Sustaining Response Component TTP Tactics, Techniques, and Procedures USNORTHCOM US Northern Command UN United Nations VCDS Vice Chief of Defense Staff VIP Very Important Person DFAIT: Department of Foreign Affairs Canada and International trade ISST: Interdepartmental Strategic Support Team CIDA : Canadian International Development Agency CEFCOM : Canadian Expeditionary Force Command 18.0 REFERENCES – SOURCES OF INFO Mason, D. Annex A The 'Five W' Database. 108 National and International Canadian Forces Operations that took place between 1 January 1990 and 31 December 2003 Annex A 3350 165/Q10 (J7LL) 30 October 2001 Operation Quadrille Lessons Learned Staff Action Directive (LLSAD) Willner, L.A., Maloney, S. (2002) ORD Project Report PR 2002/01 CF Operations 1970 2000 Directorate of Operational Research (Joint) DND.
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Small Scale Contingency Operations Worldwide, 1990 2001’, by Dr. Sean M. Maloney, database produced under contract to Operational Research Division in support of NATO Study SAS 027, September 2002. Canadian Broadcasting Corporation (1990), Oka.
Desai, S. & Taylor, I, (2007) Two Crowd Control Case Studie s Central Operational Research Team DRDC CORA Centre for Operational Research and Analysis TN 2007–10 Annex B of Chief of the Defence Staff’s Annual Reports, 1997/98 to 2001/02. Laivgne S. nyguyaen, T. Mccall, M. Sykes, T. (2009) Exercise initial Thunder 2008 (ExIT 08) After action report. CBRNE CRTI http://admst004.ottawa hull.mil.ca/PDFS/unc84/p531484.pdf INTERNET RESOURCES http://www.norad.mil/CANR http://www.cmp cpm.forces.gc.ca/dhh dhp/od bdo/index eng.asp http://www.canadacom.mil.ca http://www.wikipedia.com/cf http://www.utube.com/oka http://www.kms.kingston.mil.ca/kms/CentralInstance Maple Leaf Magazine online at www.forces.gc.ca. Annex B of Chief of the Defence Staff’s Annual Reports, 1997/98 to 2001/02, posted online at www.cds.forces.gc.ca http://www.forces.gc.ca/site/operations/recuperation_e.asp Nuttall Smith, Chris and Galashan, Sarah (1997), University of Toronto, Varsity Archives. http://www.utoronto.ca/archives/118/nov27/news/APEC.html http://www.CombatCamera.forges.gc.ca http://www.cbc.ca/canada/story/2010/01/21/f haiti canada aid.html#ixzz0iHBj1swl
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19.0 ANNEX PHOTOS
Canadian soldiers unload food and medical aid at the small airport in Jacmel, where Governor General Michaelle Jean's mother was born, on Jan. 20, 2010. (Adrian Wyld/Canadian Press)
Medics from HMCS Athabaskan treat a Haitian man at an impromptu clinic in Leogane on Jan. 19, 2010. (Adrian Wyld/Canadian Press)
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APPENDIX D: STRATEGIC INITIATING DOCUMENT – PROJECT FORCE 3614-1 (PSP/DFIT) 3614-1 (PSP/DCP) June 2010 Le juin 2010 Distribution List Liste de distribution DIRECTIVE DE MISE EN ŒUVRE STRATEGIC INITIATING STRATÉGIQUE N o 04/10 RECHERCHE DIRECTIVE # 04/10 MINIMAL SUR LA norme minimale de condition PHYSICAL FITNESS STANDARD physique (PROJET RESEARCH (PROJECT FORCE) FORCE)______
References: A. CF Health and Physical Références : A. Stratégie sur la santé et la Fitness Strategy condition physique au sein des FC B. CLS letter to CDS titled Request to B. Lettre du CEMAT au CEMD intitulée review the CF Minimum Physical Fitness « Demande d’examen de la norme minimale de Standards (MPFS) to more effectively condition physique (NMCP) des FC pour sustain readiness for land operations dated soutenir de façon plus efficace la préparation 05 November 2009 aux opérations terrestres », datée du 5 novembre 2009 C. Electronic communication from LCol C. Communication électronique du P. Henry, SA CMP dated 19 Lcol P. Henry, conseiller spécial (CS) du Chef November 2009 to DGPFSS titled SID du personnel militaire (CPM), datée du Requirement 19 novembre 2009 au Directeur général – Services de soutien au personnel et aux familles (DGSSPF) intitulée « Exigence relative à la directive de mise en œuvre stratégique (DMOS) »
1. Situation . The CF Health and Physical 1. Situation . La Stratégie sur la santé et la Fitness Strategy was approved and condition physique au sein des FC a été published on 01 April 2008. Part approuvée et publiée le 1 er avril 2008. Une of the Strategy includes the creation of partie de la stratégie comprend la création Bona Fide Occupational Requirements d’exigences professionnelles justifiées (EPJ), (BFOR) with the aim “to develop qui mèneront à « élaborer des tests et des scientifically valid and legally defensible normes de condition physique scientifiquement physical fitness tests and standards that valides et légalement défendables, qui meet current domestic and deployment répondent aux besoins opérationnels actuels operational requirement for CF members.” des membres des Forces au pays ou en As a result, the DGPFSS/ DFIT Human déploiement ». Par conséquent, l’équipe de Performance Research team was recherche sur le rendement humain du mandated to develop separate Minimum Directeur de la condition physique (DCP) du Physical Fitness Standards (MPFS) for DGSSPF a été mandatée pour élaborer des each Environment and to present these NMCP particulières pour chacun des standards on 01 April 2010. The environnements et pour présenter ces normes
154 implementation would then follow once le 1 er avril 2010. On procédera ensuite à la approved by the three Environmental mise en œuvre une fois qu’elle sera approuvée Chiefs (ECs). par les trois chefs d’état-major d’armée (CEMA). 2. As the research evolved during the past year, which was mainly devoted to data 2. Au moment où la recherche progressait collection, Environmental staffs were kept l’année dernière, dans la phase axée sur la aware of the progress in order to validate collecte de données, les états-majors the direction taken with the research. In environnementaux étaient constamment June 2009, the Air Force expressed informés des avancées du travail afin qu’ils concerns about the direction that Air Force valident l’orientation adoptée. En juin 2009, les physical fitness test was taking. This was responsables de la Force aérienne ont exprimé largely predicated on the fact that, CMP Mil des préoccupations sur l’orientation des tests Pers JAG informed the EC representatives de condition physique destinés à leur that none of the Environmental Fitness personnel. Ces préoccupations étaient surtout Standards could ever meet the legal fondées sur le fait que le juge-avocat général requirements of a BFOR, and that the (JAG) du personnel militaire du CPM a informé Universality of Service (U of S) could only les représentants des CEMA qu’aucune des be applied to a common CF fitness normes de condition physique d’armée ne peut standard. During a subsequent meeting répondre aux obligations juridiques associées à with Environmental and Group une EPJ, et que l’universalité du service (US) representatives, it was their peut seulement être appliquée à une norme recommendation to adopt a joint approach commune de condition physique au sein des as it was felt that implementing separate FC. Au cours d’une réunion subséquente avec physical fitness standards for each les représentants d’armée et de groupe, ces Environment would create serious derniers ont recommandé d’adopter une difficulties. approche conjointe, puisqu’ils croient que la mise en œuvre de normes de condition physique particulières à chacune des armées entraînerait des problèmes graves.
3. In November 2009, CLS sent a letter to 3. En novembre 2009, le CEMAT a envoyé CDS requesting support to initiate a review une lettre au CEMD pour demander le soutien of the current MPFS in order to more nécessaire pour procéder à un examen des effectively sustain readiness for CF Land NMCP actuelles afin d’assurer plus Operations. Due to a large number of CF efficacement la préparation aux opérations personnel serving outside Land Force terrestres des FC. En raison du grand nombre Command (LFC) being tasked to conduct de membres des FC en activité à l’extérieur du or support CF Land Operations on an Commandement de la Force terrestre (CFT) qui ongoing basis, it was rationalized that the ont été chargés de mener ou de soutenir de MPFS must be raised to a level that façon continue les opérations terrestres des ensures all CF Personnel enter pre- FC, il a été décidé que la NMCP actuelle doit deployment training sufficiently fit to reach être élevée à un niveau qui garantit que tout le the higher level of physical performance personnel des FC arrive à l’entraînement required to perform effectively in the préalable au déploiement suffisamment en contemporary operating environment. In forme pour atteindre le niveau le plus élevé de addition, CLS discussed his intent to move rendement physique requis pour mener the current Land Forces Command efficacement des opérations dans Physical Fitness Standard (LFCPFS) within l’environnement opérationnel contemporain. the Individual Battle Task Standards (IBTS) De plus, le CEMAT a exprimé son intention as a two-level performance task. The d’intégrer la Norme de condition physique du
155 scope of this project is further described in Commandement de la Force terrestre a forthcoming CLS document on the Land (NCPCFT) actuelle dans les normes Operations Physical Performance Standard individuelles d’aptitude au combat (NIAC) en (LOPPS). tant que tâche de rendement à deux niveaux. La portée de ce projet est décrite en plus amples détails dans un document futur du CEMAT sur les Normes de performance physiques des opérations terrestres (NPPOT). 4. CMP Intent . On 25 September 2009 CMP endorsed the 4. Intention du CPM . Le 25 septembre 2009, following direction for the BFOR Project: le CPM a approuvé l’orientation suivante du projet des EPJ : a. develop one common physical fitness standard for all military personnel. The a. élaborer une norme commune new MPFS shall be de condition physique pour tous representative and relevant les membres du personnel to CF operations. The work militaire. La nouvelle NMCP doit will include validating the être représentative et pertinente current Common Military relativement aux opérations des Task Fitness Evaluation FC. Le travail comprendra la (CMTFE) to support U of S, validation de l’évaluation de la addressing shortcomings in capacité physique à accomplir the current CF EXPRES and les tâches militaires générales be scientifically and legally actuelles pour soutenir l’US; les defensible as the CF BFOR; lacunes du Programme EXPRES and actuel des FC devront être palliées et la norme devra être défendable du point de vue scientifique et juridique en tant qu’EPJ des FC; b. continue to develop training objectives based on current b. continuer d’élaborer des operational environments as objectifs d’entraînement fondés requested by the CLS. sur des environnements opérationnels courants, comme le demande le CEMAT. 5. Assumptions . The necessary research work is to be undertaken given these 5. Hypothèses . Un travail de recherche general observations and assumptions: nécessaire doit être accompli en raison de ces observations et hypothèses générales : a. empirical evidence suggests that the current MPFS are a. les preuves empiriques too low and no longer suggèrent que la NMCP actuelle reflective of physical est trop basse et ne reflète plus demands in CF operations; les demandes physiques des opérations des FC; b. the perception of having different standards for male b. la perception qu’il existe des and female, under and normes différentes pour les above 35 years of age is hommes et les femmes âgés de
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counterintuitive to the moins ou de plus de 35 ans est concept of a universal job contraire à l’idée d’une exigence requirement; universelle de l’emploi;
c. the joint nature of many CF c. la nature conjointe de plusieurs taskings should reinforce the tâches dans les FC devrait need for a valid single CF renforcer la nécessité d’une physical fitness evaluation seule évaluation et d’une seule and standard; norme de condition physique valide; d. specific deployment or operational theatres might d. un déploiement ou des théâtres require more demanding des opérations particuliers assessment strategies and peuvent nécessiter des research should therefore be stratégies d’évaluation plus pursued with each one of the rigoureuses, et des recherches Force Employers to ensure doivent alors être poursuivies proper understanding of auprès de chacun des demands and that adequate employeurs des FC pour assurer standards are set; and que les demandes soient bien comprises et que des normes e. access to the CF population adéquates soient établies; and facilities will be granted and facilitated to conduct e. l’accès aux membres et aux necessary data collection installations des FC sera throughout the different accordé et facilité pour la phases of the research collecte nécessaire des données project. au cours des différentes phases du projet de recherche. 6. Objectives . The primary objective of Project FORCE (Fitness for Occupational Requirement for CF 6. Objectif . Le principal objectif du Projet Employment) is to validate or develop a FORCE (conditionnement physique lié aux new physical fitness evaluation and exigences professionnelles pour l’emploi des standards for all CF personnel. The FC) est de valider ou d’élaborer une nouvelle process will involve: évaluation et une nouvelle norme de la condition physique pour tout le personnel des FC. Le processus comprendra ce qui suit : a. determination of the common physical demands a. la détermination des demandes across the CF, which are physiques communes dans essential to optimal l’ensemble des FC, qui sont performance and essentielles au rendement (sustainment of life) optimal et aux tâches militaires Common Military Tasks communes (maintien en vie), ce (CMT). This includes the qui comprend la détermination identification of the minimum du rendement opérationnel operational performance minimum nécessaire pour ces necessary for these tâches communes; common tasks (CMT);
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b. comparison of the CMT to those represented in the b. la comparaison des tâches current CMTFE. Based on militaires communes à celles work already performed by représentées dans l’évaluation the Human Performance actuelle de la capacité physique Research Cell, it is à accomplir les tâches militaires hypothesized that there will générales. Selon le travail déjà be significant discrepancies effectué par l’équipe de between the tasks recherche sur le rendement represented in the existing humain, on suppose qu’il existe CMTFE and the demands of des écarts importants entre les current and future tâches représentées dans operations. For this reason l’évaluation actuelle de la it is anticipated that new test capacité physique à accomplir elements and standards will les tâches militaires générales et need to be developed; and les demandes générées dans les opérations actuelles et futures. C’est pourquoi on prévoit que de nouveaux éléments de test et de nouvelles c. if the revised CMTFE is normes devront être élaborés; determined to be logistically and or administratively too c. si on estime que l’évaluation difficult to administer to the révisée de la capacité physique entire CF population, a à accomplir les tâches militaires fitness test battery to predict générales est trop difficile à CMT performance will be gérer du point de vue logistique developed. ou administratif pour tous les membres des FC, une série de tests de la condition physique visant à prédire le rendement dans les tâches militaires communes sera élaborée.
In addition to the revised/new En plus des NMCP, nouvelles et MPFS : révisées :
d. development of responsive d. élaboration d’objectifs deployment training d’entraînement au déploiement objectives to: rapide pour :
(1) support CLS (1) répondre à la demande du request to have an CEMAT d’avoir un outil assessment tool d’évaluation intégré aux utilized in IBTS; normes individuelles d’aptitude au combat;
(2) ensure optimal and (2) assurer des niveaux safe levels of optimaux et sécuritaires physical fitness for de condition physique land operations; pour les opérations
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terrestres;
(3) be assessed during (3) être évalué au cours de deployment training; l’entraînement au and déploiement;
e. review and amendment of e. réviser et modifier le cadre de the policy framework to politiques de manière à soutenir support the new les nouvelles normes. standards. 7. Orientation . Le projet sera fondé sur les principes suivants qui guideront son orientation 7. Guidance. The project will rely on ainsi que ses plans d’action et qui the following principles to guide its détermineront ses résultats : direction, courses of action and outcomes:
a. Senior Review Board (SRB) . a. Comité supérieur de révision Armed Forces Council (CSR) . Les membres du (AFC) will be used to Conseil des Forces armées provide oversight, direction, (CFA) seront consultés pour prioritization of initiatives assurer la surveillance, and final approval of MPFS; l’orientation, la hiérarchisation des initiatives et l’approbation finale des NMCP; b. Research Steering Committee/Project b. Le Comité directeur de la Management Team (PMT) recherche/équipe de gestion de chaired by the Director of projet (EGP) présidé par le DCP, Fitness (DFIT), comprised of auquel s’ajoutent les représentants operational level au niveau opérationnel des representative from key principaux intervenants (c.-à-d. stakeholders (i.e. ECs, D L’EGP sera responsable de Law Mil Pers, DMCPG, D l’examen à chacun des Med Pol, DMCA, DHRD) principaux jalons; ses shall provide the research membres approuveront les team with required rapports de recherche guidance, information and bisannuels qui doivent être access to CF personnel for soumis au CSR. Cette équipe research volunteers. The sera également responsable de PMT will be responsible for l’examen des « exigences review at each major minimales de rendement » dans milestone; they will approve l’évaluation actuelle de la biannual research reports to capacité physique à accomplir les be submitted to the SRB. tâches militaires générales. This team will also be Ces exigences sont utiles responsible for reviewing the pour déterminer les exigences “minimum performance de rendement des NMCP. requirements” on the L’effectif proposé pour l’EGP est CMTFE, which are précisé dans l’annexe A; instrumental to the
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performance requirements of the MPFS. Suggested membership of the PMT is outlined in Annex A;
c. Research Committee chaired by the Senior Manager Human c. Le Comité de recherche présidé Performance, comprised of par le gestionnaire supérieur, DFIT research and project Performance humaine, auquel managers, senior fitness s’ajoutent les gestionnaires de manager, and senior recherche et de projet de la DCP, manager policy and le gestionnaire supérieur de la standards who will act as condition physique, et le the scientific and corporate gestionnaire supérieur de la review mechanism to ensure politique et des normes, agira à all aspects of the research titre de mécanisme d’examen process are followed scientifique et organisationnel thoroughly and all aspects of pour assurer que tous les aspects the research, development du processus de recherche soient and delivery have been suivis intégralement, et que tous covered. This committee will les aspects de la recherche, du also include external experts développement et de la with relevant experience in réalisation ont été couverts. Ce Occupational Fitness Comité comprendra également Standards to provide des spécialistes externes qui objective advice for design possèdent une expérience and implementation; and pertinente des normes de condition physique professionnelle et qui prodigueront des conseils d. Subject Matter Experts (SME) will objectifs sur la conception et la be identified in various mise en œuvre. occupations to help the research team develop d. Les spécialistes en la matière appropriate and occupant divers postes seront representative work, désignés pour aider l’équipe de samples and scenarios. recherche à élaborer des travaux, These SMEs will be des échantillons et des scénarios identified by the: appropriés et représentatifs; ces spécialistes seront désignés par (1) PMT; and
(2) Research (1) l’EGP; Committee. (2) le Comité de recherche. Once SMEs have been identified they must be made accessible for Une fois que les spécialistes ont meetings and été désignés, ils doivent être consultations. These disponibles pour participer à des
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individuals should have a réunions et à des consultations. depth of experience on Ces personnes devraient operations and in training, posséder une vaste expérience and should be derived des opérations et de from multidisciplinary teams l’entraînement, et devraient être within the CF. issues d’équipes multidisciplinaires dans les FC. 8. Project evolution . This project will be executed in four phases: 8. Évolution du projet . Ce projet sera a. CF-wide task/job analysis exécuté en quatre phases : and task delineation; with the purpose of the a. L’analyse des tâches et des identification of emplois et la délimitation des representative subsets of tâches dans l’ensemble des FC; common essential and dans le but de déterminer des physically demanding tasks sous-ensembles représentatifs de (CMT); tâches communes essentielles et physiquement exigeantes (tâches militaires communes); b. quantification and identification of the physical b. La quantification et la détermination capabilities to perform the des capacités physiques pour CMT to the minimum effectuer les tâches militaires acceptable standards as communes selon les normes defined by the PMT and minimales acceptables, telles que SRB; définies par l’EGP et le CSR;
c. development of a test c. L’élaboration d’une série de tests battery designed to predict conçus pour prévoir l’aptitude the ability of an individual to d’une personne à effectuer des perform the CMT to the tâches militaires communes selon minimal acceptable les normes minimales standards; and acceptables;
d. implementation and d. La mise en œuvre et la validation validation of the MPFS using des NMCP à l’aide d’un a representative sample of échantillon représentatif du CF personnel to ensure personnel des FC afin d’assurer predictive validity and la validité prédictive et d’atténuer minimize adverse impact. les incidences néfastes. La The initial implementation période de mise en œuvre initiale period should be set as a devrait être fixée comme un training objective for all CF objectif d’entraînement pour tout personnel. le personnel des FC.
9. Assigned Tasks. DGPFSS shall: 9. Tâches assignées . Le DGSSPF doit accomplir les tâches suivantes : a. reassign the Army, Air Force and Navy Human a. réaffecter le personnel de recherche
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Performance Research sur le rendement humain de Personnel to develop a new l’Armée, de la Force aérienne et CF MPFS; de la Marine pour élaborer une nouvelle NMCP des FC;
b. commence work b. commencer immédiatement les immediately on phase 1 of travaux de la phase 1 du projet Project FORCE within FORCE en respectant les approved financial ressources financières resources included in BP approuvées figurant dans le plan 2010/2011; des activités de 2010-2011;
c. déterminer les exigences des autres c. identify requirements of phases pour la présentation du other phases for submission plan des activités de 2011-2012, to 2011/2012, 2012/2013 2012-2013 et 2013-2014; and 2013/2014 BP; d. soumettre les rapports de fin de d. submit end-of-phase reports phase et les points de décision à and decision items to the l’EGP et au CSR, et tenir informé PMT and SRB and keep the le Comité consultatif sur la santé Health and Physical Fitness et la condition physique tout au Advisory Committee long du processus; informed throughout the process; e. fournir une nouvelle NMCP et tous les documents d’appui connexes, e. provide a new MPFS and en respectant le calendrier; related supporting material as outlined in the timeline; f. mettre en œuvre et offrir des and programmes d’entraînement pertinents et des politiques f. implement and deliver conformes à la nouvelle NMCP. relevant training programs and policies in line with new 10. Des commandements sont demandés MPFS. pour :
a. faciliter le processus de recherche 10. Commands are requested to: en fournissant des participants (y compris les spécialistes en la matière), au besoin, pour la a. facilitate the research process collecte et la validation des by providing participants résultats; (including SMEs) as required for data collection b. faciliter l’accès aux formations, aux and validation of results; bases, aux escadres et aux unités, à leurs installations et à b. facilitate access to formations, leur personnel, au besoin, pour la bases, wings and units and collecte de données; their facilities/personnel as required for data collection; c. faciliter l’accès de l’équipe de
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c. facilitate the research team’s recherche aux exercices et aux access to exercises and opérations, y compris les operations, including related documents, les rapports, et les documents, reports and leçons retenues connexes, au lessons learned as required besoin, pour la collecte de for data collection; données;
d. appoint an OCI to sign tasking orders to formation, base d. désigner un bureau consultatif (BC) and wing commanders as pour signer les ordres required for data collection d’assignation des commandants and other phases of des formations, des bases et des research; escadres, au besoin, pour la collecte de données et d’autres phases de recherche;
e. dedicate and prioritize the e. allouer du temps prioritaire au Environmental Physical gestionnaire environnemental de Fitness Manager’s time la condition physique pour qu’il specifically to the demands puisse répondre particulièrement of Project FORCE; and aux demandes du projet FORCE;
f. ensure that information f. s’assurer que les renseignements regarding Project FORCE is concernant le projet FORCE disseminated throughout soient distribués tout au long des respective chain of chaînes de commandement command. respectives.
11. CF H SVCS Gp: 11. Gp Svc S FC :
a. facilitate the research process a. faciliter le processus de recherche by providing SMEs and en fournissant des spécialistes en PMT/SRB members as la matière et des membres de required for data collection l’EGP et du CSR au besoin pour and validation of results; la collecte de données et la and validation des résultats;
b. fournir les vérifications de dossier et b. provide chart reviews and les certificats de santé des medical clearance of participants à la recherche pour research participants for des tests maximaux, tel que maximal testing as required l’exigent les lignes directrices du by DRDC Human Research Comité d’éthique sur l’étude sur Ethics Committee des sujets humains de RDDC. guidelines. These Ces certificats seront demandés clearances will be requested avec un délai d’exécution with appropriate lead time approprié, ce qui permet au allowing medical personnel personnel médical de se préparer to prepare accordingly. en conséquence.
12. D Law Mil Pers: 12. DJ PERS MIL :
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a. facilitate the research a. faciliter le processus de recherche process by appointing a en désignant le conseiller senior legal advisor to juridique principal en activité au serve on the PMT and to sein de l’EGP et offrir une provide ad-hoc guidance orientation ad hoc à l’équipe de recherche concernant les to the research team with questions d’EPJ et d’US en lien respect to BFOR/U of S avec l’élaboration des normes issues as they relate to d’aptitudes physiques. the development of fitness standards. 13. Étapes clés . Le DGSSPF doit effectuer les tâches suivantes : 13. Key Milestones. I expect DGPFSS to: a. mener l’exposé de décisions au CPM : septembre 2009 a. conduct a decision brief to (terminé); CMP: September 2009 (completed); b. soumettre la DMOS au CPM : février 2010; b. submit SID to CMP: February 2010; c. offrir une séance d’information à l’EGP : c. conduct an information juin 2010; brief to PMT: June 2010; d. fournir un rapport de projet sur la phase 1 : d. provide a phase 1 project novembre 2010; report: November 2010; e. présenter un exposé sur la décision à l’EGP et au e. conduct a decision brief to Conseil des Forces armées PMT/AFC (CFA) : décembre 2010; December 2010; f. fournir un rapport de projet sur la phase 2 : f. provide a phase 2 project novembre 2011; report: November 2011; g. présenter un exposé sur la décision à l’EGP et au g. conduct a decision brief to Conseil des Forces armées PMT/AFC: (CFA) : décembre 2011; December 2011; h. fournir un rapport de projet sur la phase 2 : février 2012; h. provide a phase 3 project report: February 2012; i. présenter un exposé final sur
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i. conduct final decision la décision à l’EGP et au brief to PMT/AFC: CFA : mars 2013; March 2013; and j. lancer la mise en œuvre j. initiate implementation of d’une nouvelle NAPM des FC new CF MPFS as training en tant qu’objectif a objective (phase 4): d’entraînement (phase 4) : April 2013. avril 2013.
14. Ressources . L’estimation actuelle des 14. Resources . The current estimate to coûts relatifs à l’étude est de 350 000 $, conduct the study is $350K for which pour laquelle un financement a été alloué funding has been allocated as part of dans le cadre de la stratégie en matière de the Health and Fitness Strategy. santé et d’aptitudes physiques. Les Human resources allocated to conduct ressources humaines affectées pour the revalidation of the Medical procéder à la nouvelle validation des Standards (CFP 154) now called the normes médicales (Publication des Forces Occupational Fitness Standards (OFS) canadiennes [PFC] 154), appelées will be shared with the MPFS project maintenant les normes d’aptitude physique given that there will now be an overlap au travail, seront partagées avec le projet in timelines between these two major de la NAPM, puisqu’il y aura maintenant un research projects. Additional funding, if chevauchement dans les délais entre ces required, will be risk managed by deux principaux projets de recherche. Les DGPFSS and, if necessary, addressed risques associés à un financement through the business planning process. supplémentaire, s’il y a lieu, seront gérés par le DGSSPF et, si nécessaire, atténués au moyen du processus de planification des activités.
15. Conclusion . Une norme d’aptitudes 15 . Conclusion . A scientifically valid and physiques valide du point de vue scientifique et legally defensible physical fitness standard défendable légalement est un outil sur lequel is a tool on which the CF must be able to les FC doivent pouvoir compter pour s’assurer rely to ensure all of its personnel meet U of que tous ses membres répondent à l’US. Par S. Hence, efforts must be made to conséquent, des efforts doivent être déployés support the development and pour soutenir l’élaboration et la mise en œuvre implementation of a relevant and credible d’une évaluation des aptitudes physiques fitness evaluation and supporting physical crédible et pertinente et d’un programme training programme. This initiative is one d’entraînement physique de soutien. Cette of the key elements in changing the culture initiative est l’un des éléments clés pour of health and physical fitness in the CF. changer la culture de la santé et de la condition physique au sein des FC. Le major-général Le major-général
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W. Semianiw W. Semianiw Major-General Major-General
Annex: Annexe :
Annex A - Project Management Team Annexe A – Membres de l’équipe de Membership gestion des projets Distribution List Liste de distribution Action Action
Asst CLS ACEMAT DGPFSS DGSSPF DGHS DGS San DGMC DGCM DGMP DGPM D Mar Pers D Pers Mar D Air Pers Mgt D Gest Pers Air DHRD DDPD D Law Mil Pers DJ PERS MIL
Information Information
CDS CEMD VCDS VCEMD SJS DOS EMIS DEM ADM(Pol) SMA(Pol) ADM Mat) SMA(Mat) CMS CEMFM CLS CEMAT CAS CEMFA Comd Canada COM Cmdt COM Canada Comd CEFCOM Cmdt COMFEC Comd CANOSCOM Cmdt COMSOCAN Comd CANSOFCOM Cmdt COMFOSCAN ADM(Fin CS) SMA(Fin SM) ADM(IE) SMA(IE) ADM(IM) SMA(GI) ADM(S&T) SMA(S&T) CRS RDC JAG JAG ADM(PA) SMA(AP) CDI CRD CLS COS LandOps/G1 CEMAT CEM OT/G1 CLS COSLandOps/G3 CEMAT CEM OT/G3 LFDTS HQ Kingston/DAT QG SDIFT Kingston/DIAT
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Initial PMT Composition Name Representing Allan Cdr TD CANOSCOM Pers Sp Allard D DFIT Boisjoli Cdr JFA CMS DGNP Boudreault A CFLA. Charron C CMS D MARS Pers Cressman Maj CM VCDS GMS Drover G VCDS GMS Edmilao Maj A CMP DHRD Gagnon P DFIT – Human Performance Goulet L DFIT – Human Performance Goyette LCol MM CMP DHRD Hébert N DND/CF LA LRS Jaenen S DFIT – Human Performance Johnston LCol J DRPG 3 DGMPRA Kaduck LCol MT CAS D Air Pers Saunders Maj V JAG DLAW Mil Pers Laframboise J DFIT Human Performance Col Matheson Canada COM Lotfi Seysan Maj L CMP DCOS Med Pol Lorenzen LCol M CMP CF H SVCS Gp MacGregor Maj DR CMP MILPERSCOM HQ/P3 McGinn M B LFDTS HQ Holmes Maj S CEFCOM Newlove LCol BT CMP J1 COORD LCol Nogue CANSOFCOM Ouellette B DFIT Delivery Andrée Perrier DND/CF LA PLL Reilly T DFIT – Human Performance Savard Maj JSP DMCA rep Spivock M DFIT – Human Performance Stride T CAS D Air Pers Strom Maj CA CMP DMP Pol Tymchuk LCol SP LFDTS HQ Welsh LCol AK CANOSCOM OS J3 Villeneuve LCol JGB CMP DMCA Achterlonie Maj G1 LFC
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APPENDIX E: SAMPLE OF POST OPERATION SURVEY AND FOLLOW UP INTERVIEW FORM Project FORCE
POST DISASTER RELIEF Physical Demands Survey
FULL NAME: Navy Army Air Force Reserves Regular Special Forces DART Male Female Rank ______ Occupation______ Based______ Years of Service______ ARMY Battalion: Company: Weight Height NAVY Ship: kgs/lbs cm/inches Base: Age AIR Squadron: yrs FORCE Unit: Deployed Location or Base of Support Operations: EMAIL: YOU MAY RECEIVE AN EMAIL OR FOLLOW UP TO THIS QUESTIONNAIRE FOR DETAIL
PHYSICALLY DEMANDING TASKS FREQUENCY DURATION Example : 10 times in total during Digging for 30-45 Digging Latrines Op Hestia minutes with 15 minute breaks over 4 hours
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REFERS TO TASKS YOU PERFORMED MANUALLY (I.E IF YOU DUG A PIT WITH A SHOVEL, NOT WITH AN EXCAVATOR) CHECK OFF THE BOX(S) WHICH APPLY
Witnessed No DID YOU PERFORM? Regularly Rarely others never
CASUALTY EVACUATION / TRANSPORT
BUILDING / STRUCTURE DECONSTRUCTION / CLEARING
BUILDING CONSTRUCTION / REPAIR
SHELTER / CAMP CONSTRUCTION
LOADING / UNLOADING SUPPLIES
TRANSPORTING SUPPLIES
DIGGING LATRINES / PITS / WELLS
UNLOADED FOOT PATROLING
LOADED FOOT PATROLLING
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REFERS TO TASKS YOU PERFORMED MANUALLY (I.E IF YOU DUG A PIT WITH A SHOVEL, NOT WITH AN EXCAVATOR) CHECK OFF THE BOX(S) WHICH APPLY
Witnessed No DID YOU PERFORM? Regularly Rarely others never
SECURITY
CROWD CONTROL
USE OF MANUAL / HYDRAULIC / ELECTRIC TOOLS
ROAD / AIRSTRIP / BRIDGE REPAIR / CONSTRUCTION
PERIMETER DEFENCE CONSTRUCTION
MACHINERY / VEHICLE REPAIR OR MAINTENANCE
ROCK / BRUSH / TREE CLEARING
DEBRIS CLEARING / TRANSPORTATION
EQUIPMENT SETUP / REPAIR / MAINTENANCE
MOVING ON / AROUND OBSTACLES
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LIST YOUR DEPLOYMENTS (name, start date, end date) i.e. PODIUM HESTIA LAMA Operation Start date End date
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Appendix A: OP HESTIA POST HESTIA – Physical Demands Account Participant code: Navy Army Air Force Reserves Regular Special Forces DART Male Female Rank ______ Occupation______ Based______ Years of Service______ ARMY Battalion: Company: Weight Age NAVY Ship: kgs/lbs yrs Base: Height Years AIR Squadron: cm/inches of Service FORCE Unit:
LIST YOUR DEPLOYMENTS (name, start date, end date) i.e. ENDURING FREEDOM ATHENA HALO ARCHER Operation OP HESTIA Start date End date
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Was this activity Describe Influencing Frequency/ Task performed external practiced on factors on Pacing Duration loads Exercise? performance Similarities vs differences Mass __20 _ Minutes 80-100kg Heat ■ Self Paced ■
Yes but for Given Direction Sleep Loss __1 per Day shorter □
Regularly ■ distances □ CASUALTY Starvation □ EVACUATION Rarely □ ___2_ per Week Team vs. Emerg Pace □ Individual Stress □ Witnessed □ __10 total times 2ppl Fatigue ■
______□
Description: We had to carry injured Haitians to the Medical Tent from the vehicles. They could be parked 5050----100m100m away.
Was this activity Describe Influencing Frequency/ Task performed external practiced on factors on Pacing Duration loads Exercise? performance Similarities vs differences Mass ____ Minutes Heat □ Self Paced □
Given Direction Sleep Loss ____ per Day □
Regularly □ □ Starvation □ Rarely □ ____ per Week Team vs. Emerg Pace □ Individual Stress □
Witnessed □ ____ total times Fatigue □
______□
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Description:
Was this Describe activity Influencing Frequency/ Task performed external practiced on factors on Pacing Duration loads Exercise? performance Similarities vs differences Mass ____ Minutes Heat □ Self Paced □ Given Direction Sleep Loss ____ per Day □ Regularly □ □ Starvation □ Rarely □ ____ per Week Team vs. Emerg Pace □ Individual Stress □ Witnessed □ Fatigue □ ____ total times ______□
Description:
Was this activity Describe Influencing Frequency/ Task performed external practiced on factors on Pacing Duration loads Exercise? performance Similarities vs differences Mass ____ Minutes Heat □ Self Paced □ Given Direction Sleep Loss □ Regularly □ ____ per Day □ Starvation □ Description: Rarely □ ____ per Week Team vs. Emerg Pace □ Individual Stress □ Witnessed □ Fatigue □ ____ total times ______□
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Appendix D: Survey/Interview Volunteer Consent Form
Protocol Number: L736
Title: Project FORCE: Identification and Validation of Physically Demanding Tasks Common to all CF Personnel.
Principal Investigator: Michael Spivock, PhD.
Co-investigators: Lindsay Goulet, PhD; Tara Reilly PhD; Rachel Blacklock, MA; Christopher Driscoll, PhD(C); Darl Edwards, MSc; Andrea Karam, BA; Laura McRae, BA; Phil Newton, MSc; Assane Niang, PhD; Simone Olinek, M APA .
Affiliations (for all investigators): Director General Personnel and Family Support Services (DGPFSS); Personnel Support Programs (PSP); Directorate of Fitness (DFit); Human Performance Research and Development (HPR&D) Cell.
1. I, ______of ______, (name) (address and phone number)
Hereby volunteer to participate in the study entitled “ Project FORCE: Identification and Validation of Physically Demanding Tasks Common to all CF Personnel. . I have received preliminary reference material and have had the opportunity to ask questions of the Investigators. All of my questions concerning this portion of the study have been fully answered to my satisfaction. However, I may obtain additional information about the research project and have any questions about this study answered by contacting, Dr Mike Spivock (613-995-0603), Dr. Lindsay Goulet (250-507-4755) or Dr. Tara Reilly (612-818-2713).
2. I understand that the main purpose of the Interview is to solicit my expert opinion in identifying the essential physically demanding tasks that could be required of all CF personnel.
3. I understand that I will be asked to participate in an Interview of approximately 15-30 minutes in duration. The structured interview is designed to solicit my experience with respect to the demands of either Operation Podium or Operation Hestia. The essential physically demanding tasks identified will eventually be incorporated into a new Physical Fitness Test for CF personnel.
4. I have been advised that the risks associated with my participation are minimal, and consider these risks acceptable.
5. Also, I acknowledge that my participation in this study, or indeed any research, may involve risks that are currently unforeseen by DGPFSS and/or Defence Research and Development Canada (DRDC).
6. I have been advised that there will be no medical support provided during this portion of the study.
7. I have been advised that any data concerning me will be treated as Protected B IAW CF Security Requirements, and not be revealed to anyone other than the Investigator(s) without my
176 consent except as data unidentified as to source. Should it be required, I agree to allow the data to be reviewed by an internal or external audit committee with the understanding that any summary information resulting from such a review will not identify me personally. I understand that my name will not be identified or attached in any manner to any publication arising from this study.
8. I understand that my name will not be identified or attached in any manner to any publication arising from this study. Moreover, I understand that the experimental data may be reviewed by an internal or external audit committee with the understanding that any summary information resulting from such a review will not identify me personally. I understand that any video taken of me will be used for data analysis by the Principal Investigator and Co-Investigators and will not be shown to outside agencies. If the Investigators use the video for any purposes other than data analysis, I am aware that my face will be blacked out and I will not be recognizable.
9. I understand that I am free to refuse to participate in the interviews and may withdraw my consent without prejudice or hard feelings at any time. I also understand that the Investigator(s), or their designate responsible for the research project, may terminate my participation at any time, regardless of my wishes.
10. I have informed one of the Principal Co-Investigators that I am currently a participant in the following other DRDC or DGPFSS Research project(s): ______(Volunteer to cite Protocol Number(s) and associated Principal Investigator(s), and that I am participating as a subject in the following research project(s) at institutions other than DRDC and/or DGPFSS: ______(Volunteer to cite name(s) of institution(s)).
11. I understand that by signing this consent form I have not waived any legal rights I may have as a result of any harm to me occasioned by my participation in this interview beyond all risks I have assumed. Also, I understand that I will be given a copy of this consent form so that I may contact any of the individuals mentioned below at some time in the future should that be required. 12. I understand that I am considered to be on duty for disciplinary, administrative and Pension Act purposes during my participation in this experiment and I understand that in the unlikely event that my participation in this study results in a medical condition rendering me unfit for service, I may be released from the CF and my military benefits apply. This duty status has no effect on my right to withdraw from the experiment at any time I wish and I understand that no action will be taken against me for exercising this right.
13. I understand that I will not be remunerated for my participation in this Interview.
14. I also understand that Approval in Principle for my participation in this study has been approved by CMP.
Volunteer’s Name (please print): ______Volunteer’s Signature: ______Date: ______
Name of Witness to Signature (please print): ______Witness’s Signature:______
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Date: ______
Principal Investigators: Mike Spivock
Signature: ______Date: ______
FOR PARTICIPANT ENQUIRY IF REQUIRED: Should I have any questions or concern regarding this project before, during, or after participation, I understand that I am encouraged to contact the following people by surface mail at these addresses or in person, by phone or e-mail, at any of the numbers and addresses listed below:
Principal Investigator:
Spivock, Mike PhD, Ottawa, 613-995-0603, [email protected] Director General Personnel and Family Support Services Labelle Building, Ottawa, Ontario, Canada, K1A 0K2 Chair, DRDC Human Research Ethics Committee (HREC): Defense R&D Canada – Toronto (DRDC Toronto), P.O. Box 2000, 1133 Sheppard Avenue West, Toronto, Ontario M3M 3B9 Dr. Jack Landolt, 416-635-2120, [email protected] I understand that I will be given a copy of this consent form so that I may contact any of the above-mentioned individuals at some time in the future should that be required.
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APPENDIX F: BIOGRAPHIES OF TRIAGE GROUP PARTICIPANT S
Project FORCE Focus Group Participant Biographies
Rank Trade Element YOS Deployments Relevant Experience
CANADA COM LCmdr Combat Sea ? OP Apollo (Roto 0) on HMCS Participant in diver’s fitness evaluation and “SONAR” projects. Diver Vancouver Officer in command of diving operations during several OP Pontoon deployments. Lead planner and SME for underwater security OP Unison planning and ops during Podium. Currently Senior Staff OP Podium Officer for Personnel and Training (Policy). Capt Infantry Land 11 OP Halo ’04 Attended RMC. Deployed as platoon commander, LAV Capt, Officer OP Athena Roto 3 ’06 Battle Group Duty Officer. D&S Pl Comd for close-out of OP OP Nanook ’09 Halo. 2009 - present Deputy CO at Canadian Ranger Patrol OP Nunalivut ’10. Group Operations Office Maj Aerospace Air 27 OP Southern Watch Stationed in Oklahoma. CTC Gagetown Arty school instructor Controller OP Provide Comfort ‘91-95 OP for Forward Air Controller / Air Liaison O; Posted to NATO Deliberate Force (Italy) ‘97 Airborne Early Warning and Control Force in Germany. 2009 Supported OP Podium. CO of 42 Radar Squad Cold Lake. Capt Infantry Land 6 Afghanistan ’08/09 Provided training to an infantry company in Gagetown. PRT Officer Op Lama Detachment commander in Kandahar. Conducted dismounted patrolling (CIMIC ops) and maintained political role with district leader and officials. Op Lama responsibilities mostly writing and distributing orders. Maj Artillery Land 28 Croatia Troop leader, gun position officer, forward observer with 1 Bosnia RCHA in Germany. Battery Capt, Ops O at Valcartier. UN
Rank Trade Element YOS Deployments Relevant Experience Afghanistan ‘09 observer in Croatia; G3 Plans in Bosnia. Adjutant of RMC. Artillery staff at DAT. Battery Commander with 5 RALC and commanded a battery through R2HR for TF2-06. Deployed as Chief Fires and CO TFK Brigade Troops: included SUAV, PSYOPS, Stab A, CIMIC, ASCC, FSCC. Currently J1 CANADACOM Capt Intelligence Land 22 Op Palladium ’97-98 Commissioned from ranks in 2005. Served as Rad Op in Officer Op Athena ‘09 Bosnia and Int O in Afghanistan. Postings included 1 CMBG HQ, 1 FD AMB, 763 and 764 Comm Regt’s, CFJIC, CDI, currently CEFCOM Maj Logistics Land 16 Apollo ‘03 Platoon commander then 2IC/Ops O for Transport Company Officer Podium ‘09/10 Gagetown. Assistant Ops O/Duty O on deployment. Staff Officer COS for 3 ASG HQ, Brigade Comptroller 39 CBG. Worked on logistics during Podium. Current focus on 8-12 month planning of logistics for LFWA ops and ex’s. LCmdr Diving Sea 23 4 NATO deployments 16 years sea time; deck officer, diving officer, naval boarding Officer Op Friction party officer, NBC defence officer, seamanship training officer. (12yrs), Op Sharp Guard Has been assigned to German Task Group as CANFLTAND NBP Officer Op Apollo L/O. Submarine escape and rescue 04-09; currently JTFA HQ (8yrs), NBC Op Persistance J3 Plans. Officer Op Nanook (4yrs) Op Lama CWO Integral Air 31 Search and Rescue Has worked on wide range of aircraft, search and rescue System deployments missions and exercises. Posted in Germany ’91. Basic Officer Technician OP Athena (Mirage) ’04, Training instructor St-Jean. Deployed as Tactical Airlift Unit Afghanistan ‘08/09 CWO, JTF (A) Air Wing CWO. Currently 1 Wing CWO, Kingston.
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CEFCOM Capt Infantry Land 34 Cyprus 12 years as Inf O; remaining with Log. Completed ammunition Officer / Golan technical officer course in UK 94/95. Has taught in Inf school, Logistics Bosnia CF school of administration and logistics and airborne school. Kosovo LCol Signals Land 27 Op Lance Grad RMC. Posted to Germany with NATO Brigade and to Officer Op Assurance Ottawa as Aide de Camp for the Gov. Gen. Posted in Op Assistance Kingston as Commander of Signal Squad. Followed by Op Recuperation Regimental Ops O and 3 deployments. Then served as 1 Can. Kabul ‘09 Division HQ and returned to RMC for Army technical staff course. Posted to CFC as planner and directing staff. Currently at CEFCOM as J6. Maj Armoured Land 28 Afghanistan ’06-07 10 years as an NCM. Served as Armoured Recce Troup Member of staff inspection Leader, Squadron Battle Capt, and Squadron OC. Deployed teams to Ops in Africa, as Staff Officer, Regional Command (South) HQ. Was Europe, Middle East and reservist until 2008. Naval Ops in Mediterranean and Arabian Sea. Maj Pilot Air 15 Afghanistan (twice) Roto 4 and Attended RMC. On deployment served as a Chinook pilot for Roto 7 CHF(A) and member of JTF-A HQ. Maj Armoured Land 30 Sinai / Egypt ’92 UNPROFOR Deployed as Senior Duty Officer, MA to Force Comd, Ops O / (Bosnia) ‘93/94 Squadron 2 I/C. Training Officer UNTSO HQ. UNMO Deputy UNTSO (Tiberias / Jerusalem) Chief; posted to 12 RBC Valcartier and CTC Gagetown. ’00-02 HQ AFSOUTH (Italy to plan off Kosovo) ’04 UNTSO (Damascus)
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