Ted Campbell knows how Canada’s NDHQ got into the state it is in, and has some suggestions for getting it out of its critical state of administrative morbid obesity:
Major General George R. Pearkes Building in Ottawa, home of National Defence Headquarters on Colonel By Drive.
Photo by DXR via Wikimedia Commons.
National Defence Headquarters is a HUGE place with diverse functions. First: it is, simultaneously, the management centre of the Department of National Defence, which is a very large (and complex) department of government that includes the Canadian Armed Forces (but the CAF is just one of DND’s “arms”), and it is the national command centre for the Canadian Armed Forces. Second: it is one of the biggest budget departments in Canada. Defence spending supports many hundreds of thousands of jobs in the military, in the civil service and all across the spectrum of Canadian industry from the highest of high-tech enterprises through to janitorial services. It is never surprising when things fall through the cracks in any large, complex organization, is it?
But there are two other problems:
As defence spending has declined, year-after-year, always in terms of GDP and often in terms of its share of the public accounts and sometimes in real, dollar terms, too, the headquarters, especially the military’s command and control (C²) superstructure, has grown. A bit of growth is not surprising when one must “do more with less” as I well remember being told during the rounds of budget and staff cuts in the 1990s. Although to their credit, defence ministers in the Chrétien-Martin era imposed a series of staff cuts on the HQs in Ottawa, there was a bit of growth in the (largely civil service) policy and financial management areas. But in the Harper era that all changed. Budget pursestrings were loosened by governments after 2001 and, under e.g. Conservative Defence Minister Gordon O’Connor the Canadian Forces began to receive some much needed new equipment including the big CC-177 Globemaster III transport planes, new CH-147F Chinook transport helicopters and Leopard tanks ~ all procured on sole-source contracts, over the objections of many. But then O’Connor was replaced by Peter MacKay and, it appeared to me, the generals and admirals took over and the HQ went from lean to overweight and then to downright fat. Then, in the Trudeau era, the HQ went from simply being fat to being morbidly obese. There are, now, hundreds of admirals and generals, managing a military force that numbers in the (too few) thousands. Even serving flag and general officers have told me that cutting the highest ranks by ⅓ would do no harm and some retired officers and civil servants (with intimate knowledge of the inner workings of the HQ at the highest levels) say that a 50% cut would be healthy. The simple fact is that the Canadian Forces have too many very smart, very able senior officers with too little real work to do. They, not surprisingly, fill the time available with “work” of their own devising which, often, involves creating new and more complex command structures which require more and more general officers. The process seems unconstrained from the top.
Why? What happened?
Well, it started with the very best of intentions. I recall being told by one very, very fine general that we, the Canadian Forces, must, above all else, be “interoperable” with our American allies and that, he explained, meant adapting to their command and control system, poor as he thought it was. He said, and he meant, adapting, not adopting. But he retired and a new generation of officers entered the most senior ranks and some of them seemed, to me, to be more interested in adopting than in just adapting to. We seemed, in the 2000s, to be seized by a giant case of military penis envy and we seemed to want to have a local version of whatever the Americans had. The result was a proliferation of new command and control organizations, all put in place as the combat elements were actually shrinking. The end result was an unconscionable GOFO [General Officer/Flag Officer] to combat sailor and solder ratio and a bloated and, in my opinion, weak and inefficient command and control superstructure.
