Organization

Canadian Army

Domestic Military Organization

Headquarters

Militia HQ

Canadian Forces HQ

National Defence HQ (NDHQ)

Political Institutions

Dept. of Militia & Defence

►►Minister of Militia & Defence

►►Militia Council

Department of National Defence

►►Minister of National Defence

►►Chiefs of Staff Committee

Reorganizations

1902-1904 Dundonald Reforms
1920 Otter Committee
1936 Reorganization
1954 Kennedy Board
1957 Anderson Report
1964 Suttie Commission
1968 Unification
1995 Special Commission

Organizational Corps/Branches

1900-1968 Organizational Corps
1968-2000 Branches

Field Forces

1914-1919  

Canadian Expeditionary Force
CEF Regional Affiliations

Territorial Reinforcement Regts.

1919

Canadian Siberian Exped Force

1939-1940 (1945) 

Canadian Active Service Force

1945

Canadian Army Pacific Force

1950-1953

Canadian Army Special Force

Field Force Formations

1914-1918  
Canadian Corps
1st Div | 2nd Div | 3rd Div | 4th Div 5th Div
1939-1945

1st Canadian Army

1st Canadian Corps

2nd Canadian Corps

Atlantic Command

Pacific Command
1st Infantry Division
2nd Infantry Division

3rd Infantry Division

4th (Armoured) Division
5th (Armoured) Division
6th Division 

7th Division 

8th Division 
1st Armoured Brigade
2nd Armoured Brigade
3rd Armoured Brigade
3rd Tank Brigade

 1950-1953
1 Com Div | 25 Inf Bde

Foreign Headquarters

Allied Forces HQ (AFHQ)

►►15th Army Group

►►►8th Army

SHAEF

►►21st Army Group

►►►2nd British Army

Special Forces

1st Canadian Para Battalion

First Special Service Force

Pacific Coast Militia Rangers

Canadian Rangers

Special Air Service (SAS) Coy

The Canadian Airborne Regt

Organizational Formations

Reserve Bdes - 1941-1945

13 Cdn Infantry Training Bde

14 Cdn Infantry Training Bde

27th Canadian Brigade

1 CMBG

2 CMBG

3 CMBG

4 CMBG

5 CMBG

1st Cdn Division (1954-1958)

1st Cdn Division (1988-2000)

Special Service Force

Auxiliary Services
Alliances

1914-1918 Triple Alliance
1939-1945 Allies
1949-1999 NATO

Veteran's Organizations

Defence Associations

Canadian Cavalry Association
Canadian Infantry Association
Intelligence Branch Association

National Defence Emp Assoc
RCAC (Cavalry)
RCA Association
RCOC Association
Union of Nat Def Employees

Veteran's Associations

ANAVETS
Royal Canadian Legion

Supplementary Order of Battle

Unit Listings by year

1900 | 1901 | 1902 | 1903 | 1904
1905 | 1906 | 1907 | 1908 | 1909
1910 | 1911 | 1912 | 1913 | 1914
1915 | 1916 | 1917 | 1918 | 1919
1920 | 1921 | 1922 | 1923 | 1924
1925 | 1926 | 1927 | 1928 | 1929
1930 | 1931 | 1932 | 1933 | 1934
1935 | 1936 | 1937 | 1938 | 1939
1940 | 1941 | 1942 | 1943 | 1944
1945 | 1946 | 1947 | 1948 | 1949
1950 | 1951 | 1952 | 1953 | 1954
1955 | 1956 | 1957 | 1958 | 1959
1960 | 1961 | 1962 | 1963 | 1964
1965 | 1966 | 1967 | 1968 | 1969
1970 | 1971 | 1972 | 1973 | 1974
1975 | 1976 | 1977 | 1978 | 1979
1980 | 1981 | 1982 | 1983 | 1984
1985 | 1986 | 1987 | 1988 | 1989
1990 | 1991 | 1992 | 1993 | 1994
1995 | 1996 | 1997 | 1998 | 1999

Unit Listings by Corps/Branch

Armoured Units 1940-1945

Cdn Dental Corps 1939-1945
Cdn Intelligence Corps 1942-45

Cdn Provost Corps 1940-1945

Infantry Battalions 1939-1945

RCOC 1939-1945

 

Special Commission on the Restructuring of the Reserves

In April 1995 the Honourable David Collenette, Minister of National Defence, appointed an external review committee to be known as the Special Commission on the Restructuring of the Reserves, chaired by the Right Honourable Brian Dickson. The Minister also appointed Lieutenant-General Charles H. Belzile (Ret.) and Professor Jack L. Granatstein as Co-commissioners.

The Terms of Reference of the Committee noted that the Government's 1994 White Paper on Defence identified "the need to restructure Canada's Reserve Forces, notably the Militia, with the aim of enhancing their ability to respond to the requirements of the new global strategic environment."

The Terms of Reference also referred to 1992 Auditor General's report stating that the Department of National Defence was not getting full value for money spent on the Primary and Supplementary Reserves. The Committee felt that while increasing the reserves' effectiveness both operationally and economically justified the establishment of the Commission, the Terms of Reference underscored the importance of maintaining the traditions of the reserves "that make them so important a bridge between the Canadian Forces and the people they serve."

The Terms of Reference also set out some ``general restructuring guidelines

  • Reservists were essentially part-time servicemen and servicewomen.

  • The Primary Reserve and the Supplementary Reserve were to be structured to provide a greater contribution to existing operational commitments. Since various elements of the Primary Reserve supported different Regular Force missions, hence different organizational and managerial approaches were seen to be possibly necessary.

  • The structure of the Primary Reserve and the Supplementary Reserve was to be fully compatible with a new mobilization concept, but given resource limitations, any capability beyond that required for "force enhancement" was to be achieved at nominal cost.

  • The review was to address ways whereby the Primary Reserve command, control and administrative and support "overhead" could be reduced. Command and control elements were to be streamlined and officer/NCM ratios reviewed, with the goal of reducing command and control elements to a level consistent with operational and administrative requirements.

  • The new Reserve structure was to be compatible with the "Total Force" concept.

  • Consideration was to be given to the idea of assigning selected Regular Force service support tasks such as medical, logistics, communications, information services and transportation to the Primary Reserve "where this (made) operational and economic sense."

  • Improvements in effectiveness and efficiency were to be sought in all aspects of the operations and the structure of the Primary Reserve, including rationalization of infrastructure, consolidation of units, and the elimination of any redundant elements or sub-components.

  • A strength of 23,000 for the Primary Reserve noted in the White Paper was to be the maximum (ceiling) to be funded in the immediate future. The revised structure was to be designed to ensure that the majority of Reserve funding available was used to engage the maximum number of reservists, consistent with operational requirements and the training and employment opportunities available to Reserve personnel.

  • Although unit traditions, heritage, socio-economic factors and regional sensitivities were to be considered in restructuring options, the overriding criteria was to be CF [Canadian Forces] operational requirements: unit effectiveness and efficiency, the demographic distribution of reservists, available infrastructure and the location of Regular Force bases and units.

  • Consideration was to be given to establishing differing levels of ``readiness for the various elements of the Reserves.

In this context the Commission was given the following mandate:

The Commission will examine and make recommendations concerning the role, structure and employment of the Canadian Forces Reserve Force and options for restructuring the Force, notably the Primary and Supplementary Reserve sub-components thereof, to maximize their operational and cost effectiveness and, without restricting the generality of the foregoing, the following matters:

  • The most suitable roles, missions, tasks and structure for each element of the Primary Reserve and of the Supplementary Reserve under the new mobilization concept.

  • The most suitable command and control arrangements to achieve an effective and efficient use of scarce Reserve resources.

  • The level of training required within all components of the Primary Reserve to achieve maximum effectiveness and efficiency.

  • How the elements of the Primary Reserve can contribute more effectively and efficiently to Canada's defence commitments, and support other government departments and agencies.

  • Specialist functions, if any, that could be effectively performed by elements of the Primary Reserve.

  • The options available to the government on the organization and control of the Primary and Supplementary Reserves.

  • Ways and means whereby the responsiveness and productivity of the Primary and Supplementary Reserves can be enhanced.

  • Methods to reduce overhead in the Primary Reserve structure and program.

  • Changes in regulations, orders, procedures or administrative approaches to implement the recommended Primary Reserve structure.


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