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Informing the Army’s Future Structure

I actually think grouping the Bdes and giving some actual command oversight is a pretty important step forward.
It certainly eliminates some of the inter-Div issues by being under one Div vs 5x for the PRES.

I honestly feel like this is just a first iteration and more changes will happen over time. I would not be surprised to see some CBGs grouped at some point.
 
You can argue that this is what we already have in place: several Div HQs with a few subordinate brigades (a mix of Reg F and Reserve) each.

It will be interesting to see if the new 'Two Solitudes' approach will do any better ...

Not really though, the Div is purely administrative. An actual division that is concerned with all three CMBGs is going to be more hands on.
 
[snip]

So, the answer is in the middle - we don't need mass now, but we should have the ability to create mass fairly quickly if required.
I've been giving some thought to this and about the difficulties of turning the Reserves into a deployable force.

Using infantry units as an example you'd have a Reserve Division which would be an administrative command that would organize the existing Reserve Brigades and focus on individual training and unit training up to the Company level.

Each Brigade would consist of 4 x Infantry Regiments. Each of these Regiments would have a 10/90 (Reg/Reserve) Regimental HQ & HQ Company. The Regiment would be tasked to maintain (at minimum) a trained (0/100) Reserve Infantry Company. They would also have a Training Company with a 10/90 Company HQ and a single Recruit Platoon that would focus on training new Reservists to sustain the strength of the operational Company.

The (30/70) Brigade HQ would be responsible for coordinating the training of the Regiments within the Brigade and would have a (70/30) Training Company which would also hold a centralized pool of equipment and simulators for systems too complex for the individual Regiments to maintain at their local armouries.

Separate from that you'd have the Defence of Canada Division. This would consist of three Brigades each with three Battalions of the Canadian Guards Regiment. The Brigade HQ, the individual Battalion HQ's and the CS Companies for each Battalion would be 100% Reg Force personnel (100/0). These Battalions would also have the full pool of vehicles, weapons and equipment required for the unit. The Battalions would be located at Reg Force bases so they could have the required service support for their equipment, access to the training areas as well as the ability to exercise with their co-located Maneuver Division units.

Upon mobilization (or for annual training exercises), each Reserve Brigade provide 3 x Reserve Companies to fill out the manning for their related Canadian Guards Battalion. This would allow the Defence of Canada Division to deploy while leaving the Reserve Regiment HQ's and Training Companies intact at their local armouries.

Upon mobilization the Training Companies of each Regiment would expand from a single Recruit Platoon to a full 3 x Platoon company with basic individual training coordinated by the Reserve Brigade's Training Company.

Since only 3 of the 4 Regiments in the Reserve Brigade provided Companies to fill out the Canadian Guards Battalions that means that each Reserve Brigade would have an Infantry Company in reserve. These would be used to provide casualty replacements for the deployed Canadian Guards Battalions. As the Training Companies of each of the Reserve Regiments begin to turn out additional companies of trained troops these would also be used to sustain the deployed Battalions.

This construct would require a total of 36 Reserve Infantry Regiments capable of generation a single Infantry Company as well as a Training Company HQ and Recruit Platoon. There are currently a total of 49 Reserve Infantry Regiments in the RCIC so this should be doable. The same basic structure could be used for Reserve Armoured, Artillery, Engineer and Service units.

Here's a sketch of what this might look like:
xxxMobilization Model.png
 
Somewhat related to the above I found the below portion of Admiral Topshee's interview on the Line podcast one of the most interesting parts:
So we're definitely getting the people in the door. We're not doing it as fast as we should. The median time to process files is still over 200 days, I believe. So I'm not really keen on a demographic where if you've got nothing better to do than sit in your parents' basement for nearly seven months,
then you're the person we're looking for. But the key is Canadians who want to can get into the Navy, the right ones. We're still selective. You've got to meet certain criteria. You've got to make sure they're the right person. But for a long time, our system was driven by it was really hard to kick people out.
So we had to make sure we didn't get the hiring decision wrong. I am very much of the mindset. We've now got a probationary period. I would like to make it relatively easy to get in, but also very easy to get out if you're not the right person for us.
And we're moving in that direction with the Navy. We pioneered a number of different things. The Naval Experience Program started less than three years ago. It's now a source of one-third of all recruits into the Navy are that way. We're seeing tremendous increase in the number of permanent residents we're bringing in.
We've widened the pool of Canadians and prospective Canadians who can join. They all eventually have to become Canadian citizens in order to remain in. We've also moved away from the idea, you know, historically, we said, if you're going to come in the military, we need to know exactly what occupation you're going to do.
That's a tough thing to do. You're a young kid, you know, like, and we struggle to describe them all, right? So even if I were to tell you that an NCI op is a naval combat information operator, I'm not sure that tells you what that job is.
Our experience has been it's better to bring people in the door, give them some exposure to the Navy, and then let them pick the occupation that makes sense from their perspective. And the one that we've assessed is probably the best fit for them. We're looking to expand the role of Naval Reserve divisions across Canada.
So there's 24 right now. We're already exploring creating one up in Whitehorse. We're probably going to double the size of the Naval Reserve and expand the number of Naval Reserve divisions like HMCS York right here in Toronto, probably up to around 30 or 32 of those with the vision that every Canadian joins
the Navy through the Naval Reserve the way they used to do it for most of our history. well i want to do all the initial entry training there as well so rather than you enroll and we immediately send you off to to saint jean quebec or borden in ontario
and then all and you're in at 24 7 and there's a lot of anxiety and we're seeing about a 20 attrition rate through basic training i'd much rather okay congratulations you've joined uh you joined here in toronto so hmcs york show up monday morning um and uh we're going to give you a uniform and monday would be
basically here's your uniform here's how you put it on let's make sure it fits okay great congratulations come back wearing it tomorrow And if that kid can't figure out how to get themselves to work on time, Monday to Friday of that first week, then thank you very much.
Maybe try again next year when you've grown up a little bit. But why would we invest more time? And we also want to develop a whole better understanding of the individual. They share our values and ethics and only invest in the residential training of
basic training once they've hit stuff that we can teach when they're just doing a nine to five type job. And so it eases the burden on our training system because it's a lot to supervise somebody 24 seven. And it I think it would allow us to speed the recruiting process.
It's easier to bring people in when you do risk things like that. We've got a physical fitness test that confirms that you are fit for what we call universality of service. You can do all general military duties. My view is it's not a lot to ask a Canadian who wants to join the military to pass
that test before they join. In fact, we run it in high schools and most kids pass it. And those who want to join should be able to pass it. It de-risks, again, a bunch of stuff for us. So I think there's a way where we can change the paradigm for recruiting.
And we're going to start running a basic naval qualification, so Navy-specific basic training. Just about every Navy in the world runs this. Even the New Zealand Navy, all 2,000 of them run their own basic naval training. We're going to go back to that so that when a sailor graduates from basic Navy training,
they're fully employable as a general-duty sailor, and we save, again, another couple of months. So we're at the point now where we believe we can start enrolling and training about 2,000 people a year. That fills our needs to grow back to health and beyond if required.
 
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