https://declassified.library.utoronto.ca/files/original/050425a0c3ef3ec62fa78f8ff48a04c5.pdf e5c140ee239fb88a79704f8e5be4db21 PDF Text Text ^l = 4b ... 1 Sb' ‘ £ SECRET Document disclosed under the Accef&taMormation Act Document divulgue en vertu de la Loi sur I'acces a /'information Canadian Joint Task Force South-West Asia National Command Element Eagle Village 7115 South Boundary Boulevard MacDill Air Force Base Tampa FL 33621 3350-134-1 (Comd) ^2- May 2002 A-; Distribution List COMMANDER CA JTFSWA GUIDANCE TO DEPLOYED ' ANDERS References: A DCDS Direction for International Operations (Rev 1) dated Jul 01 B. CDS Operation Order 800 (005/2001) 282000Z Oct 01 - Op APOLLO - Campaign Against Terrorism (CAT) C. Terms of reference - Commander JTFSWA dated 10 Apr 02 GENERAL 1. It is a rare privilege to be appointed to command forces on operations and one, I can assure you, I welcome enthusiastically. Since taking command of Joint Task Force South-West Asia (JTFSWA) in April, I have had an opportunity to view the efforts of the Task Force from two perspectives; from Central Command (CENTCOM) and CA JTFSWA Headquarters in Tampa and from deployed CA JTFSWA locations in the CENTCOM area of responsibility (AOR). The two views of the war are closer than many may think. Above all. during my visit into the theatre, F ve had an opportunity to observe enthusiastic and highly motivated CF personnel consistently doing outstanding work under the toughest of operational conditions. Equally important, I’ve received the highest of praise for these efforts from the senior leadership of CENTCOM, many of our Coalition partners, and Canadian VIP who have visited our troops. Frankly, I would have expected no less. It is with the benefit of these perspectives that I take this opportunity to give you my initial commander’s guidance. . . AIM 2. I believe my most fundamental role as your national commander is to do whatever I can to help set the conditions for you to succeed as deployed operational commanders. The aim of this guidance is to help you and I, and our staffs, to contribute to this desired outcome - the successful conduct of CF operations in support of Operation Enduring Freedom. COMMAND PHILOSOPHY 3. General. As you know, each commander is different and, consequently, each has a different style of command. Mission Command is the philosophy governing my approach to command, the central tenet of which, is a clear understanding of the commander’s intent. My intent, stated later in this document, is necessarily broad. I will not tell you how to do your job. It behooves you to understand clearly your supported operational commander's intent and the specific objectives he wishes you to achieve in the context of a particular mission. My role in this is. on behalf of the CDS, to exercise national oversight of your operations and io support them in whatever capacity I can. To these ends, I expect you to keep me 1/8 SECRET stCBJy 000092 �MAY-23-2002 Document disclosed under the Accep formation Act Document divulgui en vertu de la Loi sur 1'acceiIs a I'information 21 = 40 SECRET informed through regular backbriefs of your own intent and concept of operations for significant new missions, to give me your assessment of any significant risks inherent in such missions, and to identify any issues for which national assistance or guidance might be helpful. 1 will give you the latitude to achieve your assigned mission, and I certainly encourage you to do likewise with your subordinates. In return, I ask you to keep me informed through regular backbriefs. If you are unsure of my intent, in the context of a mission you’ve been assigned, don’t hesitate to ask. 4. Command and Staff. It is important for you to understand my thoughts on command and staff relationships. I do not intend to get caught up in detailed staff work; nor do I expect you to. The many demands associated with commanding require our full attention. Our staffs have an important role to play in managing the detailed planning and execution of operations. My staff here in Tampa exists to support you and your soldiers, sailors and airmen and airwomen. I have directed my staff to work closely and cooperatively with their counterparts in your headquarters to resolve issues, or to let me know when attention is required at the command level. I encourage you to foster this same cooperative spirit. My staff will not say no to you. OPERATIONAT.LEADERSHIP ENVIRONMENT 5. General. This is a truly unique environment You are operational Commanders/Commanding Officers in this war against terrorism. Canada has made a strong commitment to this war and your efforts have the full support of the Canadian Government and public. What we are doing here is important to Canada and to Canadians. Accordingly, I ask you to consider the increased attention and associated demands on all of us as commanders - the level of interest and associated demands for information from higher headquarters, Government, and outside agencies will continue to impact on all of us virtually on a daily basis. In this context, I ask you to keep the “bigger picture" in mind as you look upward, while maintaining your primary focus on accomplishing the mission. In addition, the media spotlight will shine bright upon us; this will, from time to time, present challenges to you and your subordinates. Look upon all of these challenges as opportunities. Treat your command as an exceptional privilege and make the most of it. 6. Leadership. I believe strongly in leading from the front. I encourage you to be as visible and accessible to your subordinates as possible. Notwithstanding the unique time and space challenges, I intend to visit deployed units and personnel as often as possible, both to maintain my own situational awareness and to visibly exercise my national command role. During such visits, I will want to have as much direct contact as possible with soldiers, sailors and airmen/airwomen. In such encounters, I welcome the frank exchange of thoughts and concerns. In my dealings with you and with your personnel, you will find that I rarely mince my words, and I will always endeavour to explain the "why" of any issue. Our personnel are well educated, smart, and seasoned, and they deserve straight answers from all of us. This approach contributes positively to morale and trust, not to much mention mission success, and is expected of commanders at all levels in JTFSWA. Remember also the personal impact you, as commanders, have on your soldiers. Their mood and morale will be a direct reflection of your own. You cany the constant burden of the responsibilities that come with command, and at times this can be frustrating, even overwhelming. You must find ways to relieve this strain, or at some point you will crumble. Think about what you would be doing right now if you weren’t commanding. You are the envy of every one of your peers back in Canada. Commanding and “soldiering" should be fun. Try not to lose sight of this as you face the day’s challenges. 7- .Chain of Command and Channels of Communication. The importance of timely communication al and between all levels cannot be understated, particularly in the light of the time and space separation between the theatre, Tampa, and Ottawa. Effective communications are a lynchpin to successful ■ .»'• • 2/8 SECRET SECREI 000093 �3;?<- SECRET S&vnrt Document disclosed under the Acces^tq^^formation Act Document divulgue en vertu de la Loi sur I'acces a /'information operations. My entire staff and I are available to you 24 hours per day seven days per week. Owing to the complexity of this operation, I have established Liaison Detachments at several operational headquarters. They, together with our own system of headquarters and command posts at all levels, will facilitate the timely, accurate, and continuous flow of information in both directions from the ground level all the way up to the CDS and ultimately the Prime Minister when necessary. Engage my staff early to address issues before they become problems, and by all means, speak with me personally when it is clear that command intervention will be necessaiy. In such cases, you will have my full attention. Make use of the “Commander’s Comments” section of the daily sitrep regularly for this purpose. You should not hesitate to call me to seek further guidance or clarification on any matter. Moreover, I expect you to inform me promptly on matters of operational or national significance. ■rf•; 8Accountability and Responsibility. Accountability and responsibility increase with rank. As Commanders, you are responsible for accomplishing assigned missions, for assuring the well-being of your personnel, and for the proper management of the materiel and financial resources you have been assigned. You are accountable to me for each of these important functions, and I, in turn, am responsible to the CDS. I wish to emphasize that I view safety, care and control of stores and equipment, financial management, and protection of the environment as essential functions of command, more so in war than in peace. This requires emphasis at all levels of command within JTFSWA. 9. The Team. We are all on the same team - whether viewed from a Coalition or a CF perspective. Again. I ask you to keep the bigger picture in mind - nationally and internationally - and to foster the loyalties that go along with it There’s a timeless military tendency to attribute inferior intellect to those working in a headquarters above our own. Loyalties will inevitably be tested at various levels from time to time. I ask you to personally do your best as commanders to promote understanding and foster cooperation upward and downward. Vertical teambuilding is critically important to mission success and each of you has an important role to play in this process. 10. Leave Programme. In any military operation of prolonged duration, the effective management of an appropriately designed leave programme is essential to the maintenance of the well-being and morale of deployed personnel and, by extension, the operational effectiveness of the forces. I expect you to implement leave programmes that meet the specific needs of your unit/formation taking into consideration your formation/unit’s unique operational imperatives. My staff and I will assist you as best they can in this regard. 11. Recognition. Commanders have a unique role to play in recognizing good work, and I expect you to do so routinely at your own level. From a pure administrative perspective, published guidelines for personnel appraisal and counseling are clear and must be followed to the letter. More importantly, I expect you to devote the administrative effort necessaiy to ensuring that exceptional performance or conspicuous merit on the part of your subordinates is brought forward to the appropriate level promptly. It is essential that honours or awards requiring national approval be forwarded to me without delay. These will be staffed through this headquarters as a matter of first priority. 12. Public Affairs. Public affairs is an essential aspect of this operation, both in the context of information operations and as an important means of engendering the understanding and support of the Canadian public. I believe our soldiers, sailors and airmen and airwomen truly are our best spokespersons, and I encourage you to give them the opportunity to shine. Likewise, I remind you that public affairs is yet another important function of command and one in which each of you has a personal role to play. There is tremendous work being done by each of your deployed units, and keeping in mind operational security considerations and any local constraints, you should do all you can to share this with the Canadian public. 3/8 SECRET SECRE1 000094 �MAY-23-2002 Document disclosed under the Actcess tojnformation Act Document divulgud en vertu de la Loii sur Mttds a I'information 22=04 SECRET 13. Operational Security. Operational security is an important pillar of force protection. Breaches could ultimately imperil the lives of our personnel or others. You must continually emphasize this to your personnel and remain vigilant. 14. Relations with Coalition Forces and other Nationals. Operation APOLLO offers all personnel the unique opportunity to work with other Forces and foreign nationals. Their contact with your personnel will shape their lasting impressions of the CF and Canada. Wear the Maple Leaf with pride, and ensure your personnel conduct themselves accordingly at all times. HIGHER COMMANDER’S INTENT. MILITARY OBJECTIVES. AND ENDSTATE 15. Clearly understanding the higher Commander’s intent is critical for any commander to better accomplish his missions. Accordingly, I have repeated in the paragraphs below, for your information, the CDS intent and objectives for this campaign. Although these were enunciated in Oct 2001, they continue to be relevant to OP APOLLO. 16. 17. CDS Intent. a. General. Support the international campaign against terrorism through the commitment of a second six-month roution of military forces to the coalition campaign plan, less the Battle Group in Afghanisun. Additional forces may be requested by the coalition and such requests will be considered on a case by case basis by the Government of Canada. b. Employment. Employment of units assigned to Op APOLLO must remain consistent with the Government of Canada objectives outlined .paragraph 17 a. below. Any deviation from these objectives must be coordinated by Comd CA JTFSWA with the CDS for national authority approval. Operations within or against sovereign states other than Afghanistan will require the same such approval. c. Humanitarian Assistance (TJA1 Operations. The immediate objective for HA is to move necessary food and emergency assistance to Afghanis in the region, where possible complementing existing humanitarian operations. In the medium term, it may be that a specific Canadian effort will be initiated. Further directives on CF participation in such efforts will be provided in due course. CDS Objectives. a. The CA JTFSWA will be employed in the attainment of national objectives. Tasks outside the following employment matrix must be coordinated for national approval: (1) Force protection/screening of Amphibious Ready Groups(ARG)/Caxrier Battle Groups (CVBG); (2) Escort of resupply vessels along Sea Lines of Communication (SLOC) routes in the Arabian Gulf, Gulf of Oman and Arabian Sea; (3) Integration into CVBGs; (4) Logistic resupply into and within CENTCOM AOR; (5) Air and sea interdiction operations directed against Al Qaida, including Usama bin Laden, and the Taliban will be undertaken in international waters and 4/8 SECRET 000095 �MAY-23-2002 Document disclosed under the Acce; tadqformation Act Document divulgue en vertu de la Loistur I'actes a I'information 22=07 ’ •-^-SECRET airspace, or with the consent of an applicable state, or otherwise in compliance with international law; and (6) 18. Maritime Interdiction Operations (MIO) conducted under United Nations Security Council Resolutions directed against Iraq. b. Naval and air forces offered by the Government of Canada but not yet requested by the US will be prepared and available for deployment as per Defence Plan 2001; and c. Employment of Canadian Forces will be in accordance with international and Canadian national laws. End-state. The coalition end-state is expressed as follows: a. Terrorist organizations in the AOR have been defeated/destroyed; b. Nations have been convinced or compelled to cease sponsorship of terrorist organizations; c. Access to Weapons of Mass Destruction (WMD) by terrorist organizations has been eliminated; d. The capability to detect, deter, defeat and destroy the re-emergence of terrorism is • maintained; • tj!?? e. AOR states have been compelled to combat terrorism within their borders; f. Military support to international humanitarian assistance has been provided; and ■ Support to international counter-terrorism framework is maintained. COMMANDER’S JTFSWA 19. NT Commander's Intent for Op APOLLO. a. Purpose. CA JTFSWA will sustain the CF contribution to the CENTCOM-led coalition in the international campaign against terrorism (Operation Enduring Freedom) in order to achieve the objectives set out by the Government of Canada for Operation APOLLO. These objectives include: (1) Eliminating the Al Qaida Organization as a continuing terrorist threat. (2) Taking appropriate military action to compel the Taliban to cease all support, harbouring, and cooperation with Al Qaida. (3) Isolating the Taliban regime from all international support. (4) Bringing Usama bin Laden and leaders of the Al Qaida organization to justice. (5) Address the humanitarian needs of Afghanis in tire region, ensuring where possible, it complements existing humanitarian operations. (6) Assist in the reconstruction of Afghanistan. 5/8 SECRET * 000096 �MAY-23-2002 SgGRfcT,, 22=09 SECRET b. Document disclosed under the Access talnformation Act Documen t divulgue en vertu de Io Loi surIVctes a /'information Method. CA JTFSWA will provide combat capable land, naval and air forces under the operational control of designated Coalition formations to. execute missions and tasks in support of Operation Enduring Freedom campaign objectives. CA JTFSWA will maintain a robust national command element capable of exercising national command over assigned forces, effecting continuous liaison and coordination with CENTCOM and its deployed component headquarters, and seeing promptly to the national administrative and logistical support requirements of deployed units. HQ CA JTFSWA will set the conditions for deployed units to achieve operational success and to deploy from and redeploy to Canada safely and efficiently. Deployed commanders will ensure the scope of operations undertaken is at all times consistent with national direction or seek clarification with Comd CA JTFSWA. From a national perspective, CA JTFSWA will remain forward thinking and adaptable to the both the OEF campaign plan and national objectives as they evolve, shaping force structure and task organization accordingly. Operations will be undertaken in accordance with international law, including the Law of Armfid Conflict and rhft Canadian Ruins nfF.ngagp.mpnt Thp. srnpp, nfrhp.se operations is uuiuncu uciow; c. (1) Air and Ground Combat Operations. Directed against Al Qaida, including Usama bin Laden, and the Taliban in Afghanistan. Operations other than those in relation to Afghanistan shall not be undertaken without prior approval from the chain of command. The consultive process with the government will have to be engaged prior to this approval being granted. (2) Air and Sea Interdiction Operations. Directed against Al Qaida, including Usama bin Laden, and the Taliban will be undertaken in international waters and airspace, or with the consent of an applicable state, or otherwise in compliance with international law. Given that members of the Taliban and Al Qaida may attempt escape from CF and coalition forces via aircraft or vessels in international airspace and waters, it is necessary to clarify the scope of operations authorized above. Air and sea interdiction against Taliban and Al Qaida is authorized in international waters and airspace or in the territory, territorial waters and airspace of consenting states. This includes the full spectrum of operations conducted against the Taliban and Al Qaida IAW international law and the Law of Armed Conflict, particularly with regard to the application of targeting principles. The spectrum of such operations includes visiting and searching, diverting, capturing and, in extreme circumstances, attacking vessels transporting members of the Taliban and/or Al Qaida. (3) Other Operations. Whether air, land or sea, carried out for the protection of coalition assets, for logistical reasons or for humanitarian reasons, will be conducted either with the consent of the states involved, or in international waters or airspace, or otherwise in compliance with international law. Similar limitations will apply to the basing of forces for all operations. End-state. The JTFSWA end-state will have been achieved when specified national objectives have been met and all elements of JTFSWA have returned safely to Canada. 6/8 SECRET SECRET 000097 �Document disclosed under tne Access to in/ormoti&tttt ’ Document divulgue en vertu de Id Lol surtfafQk d I'informotion c SECRET STAFF PRIORITIES 20. Staff Priorities. In order to give some focus to the staff effort at the JTF level, I have identified those issues that require priority attention in the immediate, mid term, and long term as outlined below.. These will be updated regularly and are included here for your own situational awareness from a national pnrnpnnrinn. Uiping in mind tint affartivr rnmmand and rnnirn) nf and fiimnOTI remains the pre-eminent activity. a. b. c. fiRgfiinC PP?fffions Immediate issues (1) Plan redeployment, mission close-out and reintegration of 3 PPCLIBG. (2) Confirmation of potential future land commitment to OEF. (3) Reduce the UOR/IOR backlog. (4) Seek approval of HLTA equivalent benefit. (5) UAE MOU management/renewal. (6) Facilitate co-location of Canadian and Dutch MPA detachments. y Mid Term Priorities (looking out 3 months) (1) Build the Roto INCE team. (2) Improve Commander’s situational awareness. (3) Consolidate the formation of the National Support Unit. (4) Support completion of Tamak Fann Board of Inquiry. (5) Support Rotation of LRP and TAL Dets. (6) Develop force options for JTFSWA beyond Summer 02. <7) Analyze NCE and NSE requirements beyond 3 PPCLI mission close-out and withdrawal. Long Term Priorities (looking out 6 months and beyond) (1) Develop a campaign plan for Roto 2, in concert with the evolving OEF Campaign Plan. (2) Review basing options in the AOR. CONCLUSION 21. Again let me reiterate that my responsibility to you is to do all I can to help set the conditions for you and your personnel to succeed, and ultimately, to thrive. In international operations over the past decade, CF personnel have time and again proven themselves to be second to none, and their performance thus far on Operation APOLLO has certainly been no different. In turn, they are owed the finest leadership we can offer them. This is both our challenge and our collective privilege. I welcome your feedback regarding the guidance that I have given. I expect that as we work together over the coming 7/8 SECRET TOTAL P.01 000098 �MAY-23-2002 22=16 SECRET saw. J Document disclosed under the Acps&QInformation Act Document divulgue en ve'rtu de la Loi sur I'accis a /'information months, we will have the opportunity to discuss face-to-face any number of the points I’ve raised. Please ensure this document is disseminated to subordinate commanders and briefed down the chain of command. 1 trust that the excellent work that I have seen from each of your units will continue. Keep it up. J.C.M. Gauthier Brigadier-Genera! Commander Distribution List Action TG 307.1//Commander -3 PPCLIBG//CO -*TALDET//CO -LRP DET//CO r*NSU//CO ^CCISElement//CO CA JTFSWA NCE//CO/A11 Branch Heads/Advisors Information -^CFLCCJ/LO CJTF MOUNT AIN//SCO AFG/LO CFMCC//LO —~CFACC//LO tv— Canadian Embassy ABU DHABI//LO RAMCC//Ops O “Suoa -NDHQ//DCDS/COS J3/J3INTL 8/3 SECRET <- SECREl TOTAL P.02 000099 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource CDAF (Operation APOLLO) Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource COMMANDER CA JTFSWA GUIDANCE TO DEPLOYED COMMANDERS Date A point or period of time associated with an event in the lifecycle of the resource May 22, 2002 Creator An entity primarily responsible for making the resource LAC ATIP A-2019-03648 Source A related resource from which the described resource is derived Library and Archives Canada, RG24, 3350-1 pt3 Format The file format, physical medium, or dimensions of the resource PDF Language A language of the resource English Identifier An unambiguous reference to the resource within a given context CDAA10007