milnewstbay said:
A bit more detail (if what is written is, indeed, what was said) - although transcripts aren't available yet at the Foreign Affairs Committee web page:
http://cmte.parl.gc.ca/cmte/CommitteeList.aspx?Lang=1&PARLSES=391&JNT=0&SELID=e21_&COM=10475
Shared in accordance with the "fair dealing" provisions, Section 29, of the Copyright Act - http://www.cb-cda.gc.ca/info/act-e.html#rid-33409
Newest Forces recruits may be forced to fight
Mike Blanchfield, CanWest News Service, 25 Oct 06
http://www.canada.com/topics/news/national/story.html?id=2e2f9a26-ade2-48fa-84a5-98fd3fa09966&k=15013
New Canadian Forces recruits learned Wednesday that for the next two years they will have to be prepared to fight in the trenches of Afghanistan before they are allowed to move into more high-tech trades in the Air Force or Navy.
Gen. Rick Hillier, the chief of the defence staff, made that announcement Wednesday in an appearance at the House of Commons foreign affairs committee, immediately sparking criticism such a move would have a "chilling effect" that would dissuade young people — said to be "flocking" to the military — from signing up at all.
Hillier, along with Defence Minister Gordon O'Connor, gave additional details of the Canadian Forces attempts to overcome the personnel challenges it faces to find enough troops to sustain its military commitment in Afghanistan to February 2009, or beyond.
The new measures include making it mandatory that for two years new recruits be eligible to spend time fighting in the infantry on the front lines of Afghanistan, as well as giving soldiers who test positive for drug use, second or even third chances to clean up their act so they can be shipped overseas ...
I have, in the past – way back in the ‘80s – advocated that
some of the
attractive military occupations should be open only to members of the combat arms or hard sea trades. My motivation, then as now, was double-edged:
First: to raise the standards in those
attractive trades by ensuring that members have good, solid, operational military experience and the
ethos which,
I believe extensive service in combat units and ships provides; and
Second: provide a steady stream of bright young people to fill the junior ranks of the combat arms and hard sea trades – secure, as I am, in the knowledge that some (probably many) young soldiers destined for the
attractive occupations will change their minds and stay at sea or in combat units once they realize that’s where the
real soldiering is, complete with its immense personal and professional satisfaction.
I was and remain convinced that the selected
attractive trades must:
• Be the
exclusive domain of the remuster system – as, for example, the Canadian Intelligence Corps and Canadian Provost Corps (Military Police) (for officers,
only) were when I first served. That means those few (not all) selected trades will, most likely, have very few privates – most members will have four years of good service under their belts by the time they have finished their combat/sea commitment and their new classification/trade training; and
• Be from
across the board – not just the technical trades which have stiff recruiting standards so that we are not dealing with a small, select group of people.
Obviously, I still think this idea has some merit or, despite being turned away more than once, I would not raise it again.
I advocated that one other rank trade or specialty from each of the administration, aerospace/technical, communications-electronics, logistics and navy weapons/electronics groups and one or two army officer occupations – and I specifically suggested Signals/EW and MP – be selected for this process.
I have gone further and recommended that some trades be taken away from their present branches and
returned to the combat arms and services – specifically: admin clerk. Until the ‘70s all
army clerks came from regiments and corps – although the Army Service Corps provided uniform, army wide clerk standards and advanced training. Thus, when you walked into the BOR in 2RCR all the clerks were infantrymen/clerks – the same as all the mortarmen were infantrymen/mortarmen and for the same reasons: the admin function is
integral to the battalion and almost every soldier in the battalion should be trained and able to fight as an infantryman. When you walked into the OR at, say, Western Command HQ in Edmonton, AB, all the clerks, from the WO1 (CWO) chief clerk on down wore the flashes of their parent regiment or corps. They were all trained, skilled clerks (and some had been nothing else for several years) but you knew that most of them understood, even if they no longer
practiced, the
basic skills related to their cap badges.
Until about 30 years ago all clerks, and most drivers and storemen (supply techs) started their careers in one of the arms (or services). Remusters, for storemen and drivers, to the Ordnance and Service corps were common and,
if I recall correctly ammo techs could only come from the combat arms.
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Anyway, all that to say that I think there is some merit in the idea. I would like to see more detail. Some military forces, including,
I believe the Royal Marines, have a similar system and a few (French Foreign Legion?) even go as far as to require that specialists return to a combat role, for training and assessment, before being selected/trained for leadership (sgt and above?) positions.
With regards to drug testing: when I served alcohol was the big problem. Too many well trained, experienced people (officers and NCOs) were ruining themselves and damaging their units due to alcohol abuse. We
test drove a couple of programmes while I served in units* - they involved
intervention by the CO, treatment and counselling by the medics and retention with ongoing supervision, assessment and
support by the unit. Our view was that alcohol abuse, like most disciplinary infractions, reflected on both the individual and the military’s training and discipline system – when a soldier turns away from the
party-line (to either alcohol or misconduct) ‘we’ must accept part of the blame, ‘we’
failed him/her by not providing sufficient training, leadership, motivation, example, etc. Thus I support ‘second chances’ (but maybe not third ones) provided there is some treatment, support and assessment. I grew up in a relatively hard drinking era and the army reflected, perhaps over-reflected it – I suspect the all pervasive nature of drug use/abuse in Canadian society means that the CF must expect and accept
some and deal with it, too.
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* We dealt, fairly or not, with alcohol abuse amongst staff officers and senior NCOs in HQs differently. I do know, personally, of one senior officer who was sent for counselling/treatment, monitored by his boss and, eventually,
encouraged to take early retirement. I know of occasions of warning staff officers about the effect that too many lunches in the mess was having on the team – sometimes, oddly enough, the individual’s own work was always done to a very high standard but subordinates suffered by the staff officer’s absence and (commendable) reluctance to make decisions in the afternoon. The
offenders were, probably, treated more
gently that would have been the case for a too hard drinking sergeant in a field unit but the
rules are often applied differently (not less, just differently) in HQs.