:
Thank you, Mr. Chair and honourable members of the committee.
lt is very much a pleasure to be here again before you, albeit in a different role as the deputy minister of National Defence. lt has been a little over seven weeks since I took up my new duties, and I will confess that it has been an extremely busy introduction.
[Translation]
It is a role that I am honoured to have been asked to assume at such a very interesting and demanding time. I have devoted over 35 years of my career to public service and this is a job which will allow me to continue to contribute to the safety and well-being of Canada and Canadians.
[English]
Both my father and my grandfather served in the armed forces in the two World Wars, so it is indeed a great privilege for me to work in partnership and in support of the men and women of the Canadian Armed Forces.
I thought I'd take a few moments to tell you briefly about my background. I have worked in areas of policy, programs, and regulation in a number of areas in the federal government: environment, transportation, infrastructure, national security, and now defence. I have a bachelor's degree in science and a master's in business administration. I did start my career early on in the federal government, in the field of natural resources and forestry.
[Translation]
I was involved in implementing policies and programs to improve forestry practices in Canada that supported an important part of our economy.
I then worked in the broader field of environmental policy, including mining and energy, and later as Director General of Environmental Affairs at Transport Canada where we led efforts to reduce pollution from all modes of transportation.
[English]
After I was asked to roll out a new highway infrastructure program at Transport and oversee the agencies that manage our international bridges, it gave me a good understanding of the challenges that Canada faces in managing its border with its largest trading partner.
In 2004, I became the associate assistant deputy minister of safety and security at Transport, with a particular focus on transportation security. It was a very challenging time, a couple of years after 9/11, as I led the development of a transportation security strategy for the department. I was was very much involved in managing responses to threats to our transportation system, including, quite literally, the overnight banning of liquids and gels on flights as a result of the threats to international aircraft, and our response in Canada to the subway bombings in London.
[Translation]
I was asked to move to Infrastructure Canada where first, as assistant and then associate deputy minister, I helped launch the first Building Canada Plan.
[English]
Then, when the recession hit in 2007, we were tasked with managing billions of dollars in infrastructure funding under the government's economic stimulus programs. That was a tremendous experience in working with provinces, municipal governments, and non-government partners to fund thousands of extremely worthwhile infrastructure projects contributing to Canada's economic recovery and helping to create jobs for Canadians.
More recently, and as this committee knows, I moved back into the field of national security, serving three years as the chief of the Communications Security Establishment, which was part of the National Defence portfolio.
[Translation]
This agency plays a vital role in gathering foreign intelligence and protecting Canada from cyber threats. I worked in close partnership with the Canadian armed forces, as well as federal law enforcement and security agencies, Foreign Affairs and our international allies.
[English]
Throughout my public service career, I’ve had the pleasure of working with a number of different agencies in a number of different fields, and I think this experience will help me in my role as deputy minister of National Defence, certainly in experiencing the managing of very large budgets and large programs. I think when I was at Infrastructure we actually had about the third-largest budget in the government at the time. Also of help will be my knowledge of evolving international security and defence matters, an ability to work in partnership with a variety of organizations and international allies, and certainly, based on my time at CSE, a very sincere respect and appreciation for the capabilities of the Canadian Armed Forces and the professionalism and dedication of the men and women who serve Canada.
I'm certainly impressed so far with the dedication, experience, and knowledge of the team at National Defence. It will be critical in my role to continue to work to build a strong partnership between the civilian and military members of the defence team. I will work closely with the Chief of the Defence Staff, General Lawson, with Vice Chief General Thibault, and with the leadership of the forces. I am supported by two excellent associate deputy ministers, Bill Jones, whom you've already met, and John Turner, who is here today to speak to you.
I'm both pleased and honoured to have been asked to take on the role of deputy minister of National Defence in a very interesting and very challenging time.
Mr. Chair, I'd be pleased to take any questions you might have.
:
Thank you very much, Mr. Chair.
To the witness, thank you for being here today, and congratulations on your appointment. I hope you feel as good at the end of it as you feel right now, because I have a deep suspicion that events in the new world, which you in your previous job with CSEC are very much aware of.... It's on that experience I'm going to ask a couple of questions.
Having worked as a public servant for 30 years, I know that the vast majority.... As a matter of fact, when I say “vast”, I mean that the vast majority of public servants know the bounds within which they must operate and at each level of accountability must make sure that those are constant, that superiors to subordinates are constantly....
My question is simple, since we are televised. We hear in the news about CSEC. Now you're going to be dealing with confidential information and those types of things in your cooperation with CSEC. Do you feel that the communication, the flow of information from one silo to another—there are silos, we know that—could be improved on? Do you feel that you can bring in that intimate knowledge of the differences in each of the silos? You have had a very great career with the federal government in senior positions to be able to say that information flows the way it should flow.
Do you feel that there could be improvements to the flow of information, especially in the times we are in, in dealing with terrorism and the interconnectivity of every asset of government and what terrorists like to do? Do you feel there could be improvements? Do you feel that in your capacity you will be able to make those known to your political bosses as well as your confreres in other departments? How do you feel that this could occur?
:
Thank you, Mr. Chairman and members of the committee. It's my pleasure to be here.
Thank you very much for giving me the opportunity to speak to you today about my recent appointment as associate deputy minister of National Defence.
[Translation]
I would like to take a few minutes to summarize the career experience—both military and civilian—that positions me to take on this role.
[English]
I have been a senior executive with the Department of National Defence for a number of years now. Earlier in my career, I spent nearly 26 years in uniform with the Canadian Armed Forces as an infantry officer with the Princess Patricia's Canadian Light Infantry.
[Translation]
In fact, I am a graduate of both the Royal Military College of Canada and the Canadian Armed Forces Command and Staff College.
[English]
I also hold a master's degree in business administration from Queen's University in Kingston, Ontario, and a master's in strategic studies from the U.S. Army War College in Carlisle, Pennsylvania.
During my time with the Canadian Armed Forces, I held a number of appointments that helped prepare me for the challenges I would face in my civilian career. These included appointments as the commanding officer of the 2nd Battalion, Princess Patricia's Canadian Light Infantry, in Winnipeg, and as the commander of the joint operations group in Kingston, where I led the operations, training, and administration of Canada's only tri-service high readiness and rapidly deployable command and control headquarters.
Upon retiring from the military in 2004, I continued to serve Canada as a senior member of the civil service during a time of change and renewal, and was motivated by a desire to use the skills I had gained in the military to help foster whole-of-government relationships, manage complex projects, provide strategic guidance, and allocate resources in a sound and effective manner.
As director general of strategic planning, business integration, and shared services at Public Works and Government Services Canada between 2004 and 2005, I was responsible for developing the engagement and reporting frameworks related to issues management and departmental renewal initiatives, as well as implementing strategies to promote the delivery of services.
ln 2005 I went on to serve as executive director of the security and justice division at the Treasury Board Secretariat, where I led the analysis of program issues within 16 Public Safety and Justice departments and agencies, providing guidance, oversight, and advice on program requirements and resource allocation.
Following two years in this position, I became the deputy commissioner of the Atlantic region within the Correctional Service of Canada, based in Moncton, New Brunswick, where I was responsible for fostering stakeholder relations and improving operations within six institutions, four correctional centres, and several parole offices spread across four provinces.
ln 2008 I returned to National Defence as the assistant deputy minister for information management and chief information officer, an appointment I held for four years. ln this position, I led an integrated team of 3,000 military, civilian, and contractor personnel in the delivery, sustainment, and life-cycle management of information management and technology services to over 100,000 clients located across Canada and around the world.
[Translation]
This included direct support to military operations during a period when our operational tempo was intense.
[English]
I also planned and oversaw the transition of over 220 employees and over $120 million in resources from National Defence to Shared Services Canada when it stood up.
I completed the year-long advanced leadership program at the Canada School of Public Service in 2010.
In 2012 I assumed the duties of assistant deputy minister for materiel. ln that position, I was responsible for a budget in excess of $5 billion. I led a team of 4,500 military and civilian personnel in the acquisition and support of aircraft, ships, vehicles, and other capital equipment while facilitating the department's implementation of the new defence procurement strategy.
[Translation]
Mr. Chair, although I have not worn a uniform for many years now, I remain deeply committed to this country and to the well-being of the Canadian Armed Forces.
[English]
I feel privileged to be part of the senior leadership of the defence team. I believe that my knowledge of the department and my experience leading people and managing budgets, programs, projects, and renewal initiatives, including those in the areas of high-readiness operations, information management technology, and materiel have helped position me to take on the role of associate deputy minister. This entails responsibility to the deputy minister, Mr. John Forster, who just spoke, for files related to defence renewal, search and rescue, information management and technology, and defence procurement.
[Translation]
Thank you for your time.
[English]
Thank you for your time. I look forward to any questions you may have.
:
I would start by saying that each year the materiel group moves over $5 billion in programs on an annual basis. That's not only new equipment coming into service, but providing the in-service support to existing fleets. Over the last few years, four C-17s have been delivered on time and on budget and 17 C-130Js, the Hercules aircraft on time and on budget. When I talk about being on time and on budget, I'm talking about the latest TB approval for schedule. Sometimes those schedules were updated, but based on the approvals received for definition and implementation, those projects were delivered on time and on budget.
To meet an urgent operational need in theatre, Chinook-D medium-lift helicopters were provided to the forces in Afghanistan, as were Leopard tanks. I was actually at the Treasury Board Secretariat when the secretariat worked through the weekend to deliver the Leopard 2 tanks that were urgently needed in Afghanistan, to make sure we got them to the troops in theatre.
At the moment, as I speak, we're still working on the Halifax class modernization. It's a $4.3-billion project and a major success story on both coasts of the country. All 12 frigates are being modernized. The most recently modernized frigate is now participating in operations in support of the Operation Reassurance mission with the allied effort in Ukraine.
We've taken advantage of opportunities to buy a fifth C-17 on extremely short notice. We were advised that Boeing was shutting down the production line and had 10 aircraft left and, from flash to bang, that was about a six-month process to get that fifth aircraft, which will be delivered any day now.
We were also told that the production line for the wing kits for the Aurora aircraft, which are being flown to great effect in theatre in support of the mission in Afghanistan, was going out of business as well. We managed to get four wing kits at the very last minute in very fast time to make sure of that, and rather than having just 10 Aurora aircraft available for operations, we increased the number to 14. Again, that was done very quickly.
:
Good afternoon, Mr. Chair and members of the committee. Thank you for inviting me here today to speak about my qualifications and my recent appointment as chief of the Communications Security Establishment.
[Translation]
Let me begin by taking a few minutes to introduce myself, and then I will be pleased to answer your questions.
I understand that you have been provided with a copy of my resume.
[English]
I'm originally from Winnipeg and come from a family of public servants who have served at the federal, provincial, and municipal levels of government. I grew up understanding the importance and the values of public service, including serving with integrity and respect. Joining the public service was a natural career choice for me, and I have now had the honour of being a federal public servant for more than 30 years, with seven of those years at the associate or deputy minister level.
My first job in the federal public service was as a summer student with the Department of National Defence while studying at the University of Manitoba. For two summers, I worked as a defence scientist in Air Command. Working in direct support of the Canadian Armed Forces brought home for me the military's critical role and also the vital work that is done by public servants to enable their missions and to serve Canadians.
[Translation]
After graduating from Stanford University in California with a master's degree from the School of Engineering, I moved to Ottawa to join the Operational Research and Analysis Establishment of the Department of National Defence.
Over the past 30 years, I have had the privilege of serving in seven government departments, including Foreign Affairs, the Privy Council Office, the Canada Border Services Agency, the Canadian International Development Agency and National Defence.
Throughout my career, my key areas of focus have been in international affairs, defence, security, technology, innovation and whole-of-government initiatives. Along with these areas of focus, I have had the opportunity to lead and manage diverse organizations of talented public servants and have worked closely with the Canadian armed forces and with international partners.
[English]
I was both humbled and honoured to be asked to serve as the chief of the Communications Security Establishment. lt is a unique institution within the Government of Canada and one of Canada's key security and intelligence organizations. For almost 70 years, the CSE has played a vital role in helping to protect the security of Canada and all Canadians. ln today's challenging and dynamic security environment, the CSE's foreign intelligence collection and Government of Canada cyber-defence roles are more critical and relevant than ever.
[Translation]
Before closing, Mr. Chair, I would like to share with you some of my initial impressions of the Communications Security Establishment, CSE. Since arriving in the organization six weeks ago, I've been impressed by the dedication, commitment and professionalism of its employees. The calibre of the people in CSE is one of its greatest assets.
[English]
I believe that a key part of my job is to provide the leadership necessary to ensure that CSE remains a high-performing organization dedicated to helping to protect the security and national interests of Canada and Canadians.
As well, I have already observed first-hand the commitment throughout the organization to respect CSE's legal framework, including the privacy of Canadians. This culture of compliance has been affirmed by the independent commissioner of CSE. I can assure the committee that I take very seriously my responsibilities to ensure that the organization complies with the law and protects the privacy of Canadians.
It has also been important for me to realize that, by operational necessity and in keeping with the law, much of the important work of CSE will never be widely known. Against this backdrop, I welcome the opportunity to underscore the work of the women and men of CSE and their important contributions to Canada's security.
[Translation]
Mr. Chair, I look forward to continuing to serve Canadians in my new role as chief of CSE and to lead the organization to continue to deliver on its mandate to help protect Canada and Canadians.
Thank you for your attention. It would be my pleasure to answer the questions of the distinguished members of the committee.
[English]
Thank you.
You know, when you come into a new job, you do spend a bit of time reflecting on what you can bring to the position. I was very humbled and honoured to be asked to assume this position as chief of CSE. With regard to my reflections, I guess I would highlight a couple of my experiences and the background that I hope will help me in this position and will help me advance the objectives of the organization.
First of all, I come from an analytical background. I have a master's degree in operational research and feel very comfortable when dealing with analytical issues. I think that will serve me well given the type of work we do at CSE and given a lot of the types of employees that we have at CSE.
Second, I reflected on the fact that I have been a chief information officer or have had responsibilities in terms of being a chief information officer in three different federal government departments: the Department of Fisheries and Oceans, the Department of Foreign Affairs, and also the Canada Border Services Agency, all organizations for which information and technology are very important.
When I think about the work of the Canada Border Services Agency or Foreign Affairs, the security of information was very important from a Foreign Affairs perspective in regard to how we ensured that the information for all of our embassies abroad and the people who were serving abroad was available and was protected. Being a chief information officer I think will serve me well in understanding the important cyber-defence role that we play at CSE.
As you pointed out, I've also worked in a number of departments that have an international background or flavour, such as Foreign Affairs, of course, and also the Canadian International Development Agency, which has an international focus. What was interesting there is that in this committee, your committee, I was able to see the work of the Canadian Armed Forces along with that of development experts coming together to deal with some very important humanitarian issues.
My work on the Afghanistan task force when I was at the Privy Council office was a very important role, and one I took very seriously. It was also an opportunity to see what it was like being on the client end of the work of the Communications Security Establishment and dealing with international issues.
Finally, reflecting on this, I have had a number of different types of management and leadership responsibilities, some in large organizations like the Border Services Agency and Foreign Affairs, and smaller ones in terms of the Afghanistan task force, which is really a whole-of-government task force. I think the diversity of those leadership and management experiences will serve me well in this position at the Communications Security Establishment.
:
Thank you very much for that question.
In terms of my experience with the Afghanistan task force, I was the deputy minister of the Afghanistan task force at the Privy Council Office for about two and a half years. I was the second deputy minister of that task force. I served as the deputy minister of that task force from 2009 until 2012. As for how I believe my experience with the Afghanistan task force may contribute, and hopefully will contribute, to my role as the chief of CSE, it is about how our work on Afghanistan, in terms of the time that I was part of it, was very much a whole-of-government effort.
I sometimes reflect upon that. We hear a lot of talk these days about “whole-of-government”. It's a terminology that's used for a lot of different work. Actually, that makes me quite proud, because I believe that when the whole-of-government effort came into play, we really saw it in terms of the Government of Canada and the Canadian Forces work in Afghanistan. It was a true partnership, bringing together the military and the civilian organizations. In terms of the civilian organizations, whether it was from Foreign Affairs, the International Development Agency, or the Canada Border Services Agency, a lot of organizations came together with a common objective.
I hope that experience in terms of bringing together various skill sets and backgrounds and being able to apply all of our work collectively to serve the mandate that we have at CSE will serve me well, and I believe it will. In fact, I really have seen the power of that whole-of-government experience, having worked in Afghanistan.
I also was able to see the important role of the Canadian Armed Forces, and as I raised earlier in this discussion—
I'm sorry, Mr. Chair. Are you trying to cut me off?
:
Thank you for the question.
In my opening remarks, I talked a bit about some of my early impressions of CSE. Having been there now for approximately six weeks, one of the things that has struck me is the focus within the organization on the corollary issues of lawfulness and privacy.
As you know, the protection of Canadians' privacy is a key part of our act, of our legislation under the National Defence Act. We have an important role to protect the privacy of Canadians. Throughout our organization, in our policies, in our practices, in our training, and in the discussions I've had to date, protecting the privacy of Canadians is of critical importance. I see it, Mr. Chair, throughout the organization already in the short time that I've been there.
As I've mentioned, that will be a very important part of my job going forward. It will be not only to ensure that the mandate of CSE is met in terms of delivering high-quality cyber-defence and foreign intelligence for the Government of Canada, but, also, and again as part of our act, to ensure that the organization continues to be lawful and continues to keep the privacy of Canada at a very high priority.
That will continue to be my focus. I don't see it to be a conflict, actually. I see it to be that these are our mandates. It is ingrained in our legislation. It is something that, again, the organization is already very well attuned to. I mentioned our commissioner at CSE before. He has remarked about the culture of compliance that he has seen. Again, in the short time that I've been a part of the organization, I have already seen that. It will be an important priority.
I guess you asked me about my priority. It would be a really important priority for me to continue the legacy that I already see existing there and ensure that it continues in all of our work.
:
All right, colleagues. In the interests of short time, we will proceed.
Again we return, pursuant to Standing Order 108(2), to our study of the defence of North America. As you know, we have one witness from the Department of National Defence, Captain S.A. Virgin, the deputy commander of Canadian Special Operations Forces Command.
Colleagues, before we begin, I would caution you that Captain Virgin is unable to provide responses to any questions about the actual readiness levels on which the Canadian Joint Incident Response Unit operates. The CJIRU's specific capabilities can be discussed in broad terms, but the specific equipment used and their advantages and limitations, cannot be, including the size of the CJIRU and the conduct of a counterterrorism operation, besides a very high-level general overview. Finally, the domestic CBRN threat assessments in regard to these threats—colleagues, I'm sure you'll understand—are an RCMP and CSIS responsibility.
Captain Virgin is also placed to answer general questions about CANSOFCOM as they relate to the defence of North America, but again, I would caution you that similar caveats do apply.
Captain Virgin, welcome to our committee.
Your opening remarks, please, sir.
Mr. Chair and honourable committee members, thank you for the chance to speak to you today on chemical, biological, radiological, and nuclear—commonly referred to as CBRN—threats to Canada in the context of our Canadian special operations forces role in responding to them.
To start, I will set the stage with an overview, first situating the Canadian Special Operations Forces Command, or CANSOFCOM, into the rest of the Canadian Armed Forces. I will then talk about the role and evolution of the Canadian Joint Incident Response Unit, known as CJIRU, which is our CBRN unit located in Trenton, Ontario. Finally, within the limits of operational security, I will talk about how CJIRU would respond to a CBRN scenario here in Canada.
To start with, CANSOFCOM was created in 2006. The command could be regarded as an emerging capability within the wider CAF and is the organization chiefly responsible for all aspects of Canada's special operations forces. The commander of CANSOFCOM reports directly to the Chief of the Defence Staff and is the Canadian Armed Forces functional authority for counterterrorism. CANSOFCOM's purpose is to force-develop, force-generate, and, where required, force-employ special operations task forces capable of achieving tactical, operational, or strategic effects desired by the Government of Canada.
The enterprise is composed of a national headquarters and five distinct subordinate units or organizations, including Joint Task Force 2, which is a Canadian Armed Forces counterterrorism unit, 427 Special Operations Aviation Squadron, which is the command's rotary wing aviation squadron, as well as the Canadian Special Operations Regiment, which provides overt military SOF effects, including robust, flexible expeditionary forces. The command also has the Canadian Special Operations Training Centre, which is responsible for providing our common SOF-specific training as well as our command headquarters, located here in Ottawa.
Finally, the fifth unit that I would like to turn to is CJIRU, for a more detailed look at the CBRN component of what CANSOFCOM does.
When CANSOFCOM was established in 2006, the command incorporated existing capabilities, such as JTF2, for example. In other aspects, however, new units were formed or transformed into special operations forces. What was known at the time as the Joint Nuclear, Biological and Chemical Defence Company, part of the Joint Operations Group, was transitioned to become a specialized joint incident response unit focused on the CBRN threat.
The CJIRU was officially established in 2007. It is a highly skilled world-class formation of specialists that continues to evolve and grow toward a final operational capability for the Canadian armed forces.
The CJIRU has three key mandates. First and foremost, on the domestic front, the CJIRU supports the RCMP and the Public Health Agency of Canada in response to CBRN incidents. Second, the CJIRU also provides specialized CBRN support to CANSOFCOM forces both here in Canada and overseas. Finally, the CJIRU provides support to other CAF elements, including instruction, training, and education in any aspect of CBRN matters.
For operational security reasons, I am not in a position to provide in-depth details regarding the precise capabilities, mandate, or details regarding the conduct of operations; however, I can provide a general overview of the five roles that the men and women of CJIRU undertake.
First, they can sample and identify chemical, biological, radiological, or nuclear agents. Simply confirming or denying the presence of these threats is paramount to the potential follow-on activities that may take place.
Second, the CJIRU can undertake CBRN surveillance, that is, to define the CBRN threat and determine the extent of the contamination.
Third, the CJIRU can perform decontamination and medical extraction. This is a rather precise and limited role. The CJIRU would not perform large-scale decontamination of an area or population. Rather, they can support the immediate force conducting operations in the area. For example, small teams of operators from the CJIRU would accompany counterterrorist forces during a mission in order to provide CBRN protection to other members of CANSOF.
Fourth, they can provide a CBRN incident command centre where they can coordinate and analyze all of the information related to a specific attack or threat, including modelling and projecting weather effects. This command centre would be complementary to the command and control centres of other government departments.
Finally, they can also perform CBRN explosive ordnance disposal, that is, destroying or rendering safe an explosive chemical, biological, or radiological device.
I'd now like to turn to how the CJIRU would be employed in reaction to a CBRN incident. It is important to note that special operations forces are not first responders. While we maintain very high readiness and are able to assist, the request for special forces as part of a Canadian Armed Forces request is a deliberate process. Disaster and emergency management is a scalable response that starts first with the organizations and first responders closest to the community where the incident occurs.
If an affected community or municipality cannot effectively manage the incident, normally they would seek additional capabilities from neighbouring communities. If more is needed, they would then seek support from the province, and only after those resources had been exhausted would the request come for support from the federal level.
Certainly there can be some scenarios under which CJIRU support could be asked for very quickly. In the case of police suspicion of an impending CBRN terrorist attack, a request for assistance could be made so that certain aspects of CJIRU's specialized skill sets could be deployed very quickly. CANSOFCOM has strong links with other government departments and agencies, and the whole-of-government team keeps each other informed about potential threats and concerns.
As well as supporting other SOF teams in a CBRN threat environment, the CJIRU, under the command and control of CANSOFCOM, provides direct support to other government departments and agencies through its position on the RCMP-led national CBRN response team. The national CBRN response team is led by the RCMP and supported by the Public Health Agency of Canada and the CJIRU. Some of the capabilities and roles are complementary between the CJIRU and the RCMP, whereas in other aspects the RCMP is the sole lead and authority, such as for forensics and evidence, as part of any response. The RCMP would certainly be the authority to expand upon the national team response remit.
In summary, the CJIRU is a key component of CANSOFCOM. They are a very agile and very specialized group who are highly trained and equipped to address CBRN threats. The unit is not a first responder element, and it is also not a large-scale consequence management organization. It is, however, very well situated to provide niche capability to sample and identify agents and toxins, determine the extent of potential contamination, and provide integrated support to other departments and agencies, from municipal to federal, and it is a capability of the Canadian Armed Forces that is still evolving.
I hope I have provided an adequate overview of the CJIRU's role within CANSOFCOM, the sorts of skills it can provide, and the ways in which it would be employed in an operational context.
With that, I would be pleased to answer your questions.