The Courier: May 12, 2020

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Volume 53 Number 19

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May 12, 2020

Mission challenges rescuers CLIFF KENYON This is a story of bravery.

It’s not about just one person. It’s about a Search and Rescue crew of 417 Combat Support (CS) Squadron (Sqn) at 4 Wing Cold Lake. And an effort that involved several others including civilian pilots and rescuers.

Commanders of 417 CS Sqn are applauding the success of one of their crews for their skill and bravery after a rescue mission late April. Like most rescue missions, it had the potential to go terribly wrong, but it didn’t.

The call for help came to 4 Wing in the early afternoon on April 28 after two men were trapped after their ATV went through the ice on the Athabasca River north of Ft McMurray. They had been on their way to resupply a remote cabin along the river. After their ATV sank, the men swam to a flooded marshy area with tall trees surrounded by the cold and rising water of the river.

417 Squadron is on standby for search and rescue missions throughout the north.

Calls are routed through the Joint Rescue Coordination Centre in Trenton, Ont. 417 Squadron got the call and was airborne within one hour and two minutes.

The helicopter crew, not knowing exactly what to expect, knew they were needed at a location about 55 kilometres north of Ft. McMurray along the Athabasca River. They arrived about 5:20 p.m. The crew included: Aircraft Commander Maj. Alexia Hannam, First Officer Capt. Matt Rowe, Flight Engineer Cpl. Aaron Devost and Medical Technician MCpl. Brendan Collins.

“It was a very exciting and dynamic situation. I’m very proud of these folks and the whole Squadron,” said 417 CS Squadron Commanding Officer Major Eileen Sudul.

“It was an extremely challenging rescue and it’s a testament to their training,” said Maj. Sudul.

“They are new and I was very impressed by all of the crew,” said Maj. Hannam, former 417 CS Squadron Commanding Officer and now 4 Wing Flight Safety Officer and standby pilot with 417. “They are well trained and very brave.”

Submitted

417 Combat Support Squadron executes rescue techniques.

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Tuesday, May 12, 2020

still men sat on the trunk of a downed tree, the other was nearby The stranded men were easy clinging to another down tree and to find. A civilian helicopter, was being assisted by a civilian operated by Phoenix Heli-Flight search and rescue worker.

Inc., from Ft. McMurray, was “MCpl. Collins showed already at the site. The Phoenix incredible tenacity and bravery,” helicopter rested on small ice floe said Maj. Sudul. in the river on low power ready “He never gave up,” said Maj. to take off in case the ice sank or Hannam. cracked apart. There was nowhere MCpl. Collins prepared the to land near the stranded men, so first of the casualties to be hoisted the Phoenix helicopter was unable into the helicopter. to rescue them. The local rescuers “He was sitting on the log had called the Royal Canadian Air shivering.”

Force (RCAF) for help knowing a Once in the helicopter, the winch would be needed to pluck man was taken to Fort McKay the casualties from the rising river International Airport, where he water. was met with an ambulance.

Crew Commander Maj. After refuelling, the RCAF Hannam said when they arrived crew returned to complete the at the rescue site it “looked like a mission rescuing the second victim river with a tree line in the middle.” plus the two civilian search and Med Tech MCpl. Collins said rescue workers and MCpl. Collins. they could see one of the casualties By the time the helicopter sitting on the trunk of a downed returned MCpl. Collins and the tree being assisted by two civilian search and rescue workers had the search and rescue workers. second casualty ready to be lifted MCpl. Collins was hoisted to into the helicopter. the ground from the hovering “It was difficult to do. We were helicopter so he could examine the all in the water most of the time.” casualties and prepare them to be When a casualty is hoisted hoisted up to the helicopter and up to the helicopter they still taken to safety. need to be pulled into the door He had picked a spot near to safety. It’s a challenging where the trees touch down. The manoeuvre crews have practiced crew thought the spot where he countless times. was landing was solid ground. But Maj. Hannam said Cpl. Devost instead he touched down in snow (Flight Engineer) used “brute and water. strength” to pull each of the “I was fully submerged in the casualties into the helicopter door water,” said MCpl. Collins. “And it to safety. was cold.”

During the rescue, the air MCpl. Collins, now soaked in temperature that day was about 10 cold river water, made his way to degrees C and the water just above the men who were already being freezing. checked by search and rescue “It was the most challenging members who had been brought to rescue I have been on, but we the scene by civilian helicopter and all worked as a team,” said Maj. had to swim from an ice floe to the Hannam. rescue site. One of the stranded The crew dropped off the

second casualty at a nearby staging area on a nearby road, which had been set up by volunteers, to meet ambulances and to be taken to hospital by another civilian helicopter.

The helicopter returned again for the civilian rescue workers.

Pilot Capt. Rowe kept the helicopter very steady, hovering for the majority of the time while Maj. Hannam coordinated efforts.

“Hovering for a long time in the same spot at 150 feet is not an easy task,” Maj. Sudul said.

MCpl. Collins said when the crew received the initial call for help it “sounded like a nice, easy rescue mission, but it turned into so much more.”

He described it as a “very tight hoist area” because of the tall trees and his arrival dropping into the water instead of on solid land “wasn’t the most graceful thing.”

MCpl. Collins, from Prince George and Kamloops, B.C., has been a Med Tech about seven years and has served in Cold Lake for two years.

He said he suffered no lasting injuries from being in the cold water for so long.

“I don’t think I did anything special. The crew did an incredible job as well as the search and rescue workers.”

One of the casualties has been recovering from the ordeal and the other has unfortunately since passed away.

“417 CS Squadron’s top mandate is saving lives. Although we did everything we could to save these two men and get them the medical care they urgently needed, one of the patients later succumbed to his injuries. The Squadron knows that we did our best, but it’s still difficult to hear that a patient has passed away.” said Maj. Sudul.

Mothers Day flowers

4 WING PUBLIC AFFAIRS Capt Julie Brunet

DEADLINE Wednesday at 1500 hrs for the following Tuesday

CIRCULATION 2600 The Courier is published weekly with the permission of the 4 Wing Cold Lake Wing Commander Col Moar.

The opinions expressed are those of the contributor and do not reflect those of the Editor, Canadian Armed Forces, or DND. The Editor reserves the right to reject, edit, or condense any editorial or advertising material.

Printed by Star Press, Wainwright, AB. Publié hebdomadairement avec la permission du Commandant de l’escadre, le col Moar. Les opinions personnelles exprimées dans ce journal sont celles des collaborateurs et ne représentent pas les opinions de la rédaction, des Forces armées canadiennes ou du Ministrère de la Défense nationale. La rédaction se réserve le droit de refuser, d’éditer ou de condenser tout article et matériel de réclame soumis. Imprimé par Star Press, Wainwright, AB.

MEMBER OF: MFRCS

4 Wing MFRCS doesn’t let their cancelled Mother’s Day Brunch stop them from giving back to 4 Wing moms. 150 hanging flower baskets were delivered on Friday morning, May 8, just in time for Mother’s Day weekend.

Tuesday, May 12, 2020

The Courier News & Publishing

Page 3

Cold Lake prepared to follow provincial relaunch strategy

Military Sports News and Q and A

CITY OF COLD LAKE

JERRY INGHAM, 4 WING COLD LAKE MILITARY SPORTS COORDINATOR

Cold Lake, AB – The City of Cold Lake is preparing to take steps to open in accordance with the Government of Alberta’s relaunch strategy.

Council has requested that administration reestablish full Council Meetings in council chambers, which has been rearranged to provide for enhanced social distancing for elected officials, administration, and members of the visiting public. Prior meetings during the COVID-19 pandemic response were held with three of the seven elected officials joining the meeting via teleconference.

The Cold Lake Golf and Winter Club and the Cold Lake Marina are also being staffed to prepare to open with the necessary public health restrictions in place.

“It is heartening to see that residents have heeded the Federal

and Provincial calls for caution in this time, and we are happy to see this first tentative step towards reopening,” Mayor Craig Copeland said.

“Many people have been without work for an extended period and, once the economy reopens, they are hoping they will have jobs to go back to. By following the Government of Alberta’s lead in opening some businesses and facilities, we hope to save as many businesses and jobs as possible.

Government assistance has helped in the interim, but we are also hearing concerns from business owners that the government assistance may be deincentivizing people from returning to work. We will need a properly functioning economy in order to be sustainable.”

The Cold Lake Marina is scheduled to be opened for the May long weekend, but the actual date of opening is dependent on ice

conditions.

“We are thrilled The Cold Lake Golf with our residents, our and Winter Club was staff and the essential given the go ahead to businesses’ response open by 4 Wing Cold so far,” Copeland said.

Lake and is scheduled “City Hall has been to open on May 12. Tee inspected and passed times will need to be with flying colours, and booked by phone. The our response has been city operates the facility found to be in keeping under an operating with the provincial license agreement with recommendations, which 4 Wing Cold Lake. Golf has been our goal all courses were allowed to along.” open May 2, provided any Details about the restaurants, clubhouses, provincial government’s and pro shops remained relaunch strategy, and closed. These facilities the response to the will be allowed to open, COVID-19 pandemic can with restrictions, during be found at www.alberta. the first phase of the ca. province’s opening, which is tentatively EMPLOYMENT scheduled for May 14.

Details about the opening of the Marina and the Golf and Winter Club, will be advertised at www.coldlake.com and on the City of Cold Dr. May Conlin Lake’s social media sites.

FULL-TIME LEVEL Ⅱ RDA The city’s website also in Cold Lake, Alberta publishes the current Please fax your resume to: statues of municipal 780-594-5111 facilities, along with or email to: contact for X lakecentrecoldlake@gmail.com RINKinformation BOARD - 96” 30” (8’ X 2.5’) *Must be certified* the facilities.

We are living in a very uncertain time for military sports. There are some positives starting to appear though.

Golf courses are generally open with modified rules and physical distancing in place for Recreational Golf.

There will be a CAF Navy virtual run and bike.

More to follow on those military run events.

Virtual events are likely to be the way forward for the foreseeable future. We are working on some local virtual events too!

The CAF National Run is postponed until further notice.

CAF National Ball hockey

is cancelled and it is therefore likely that Regional Ball Hockey will be cancelled as well.

Each province has different guidelines for when they will phase in sporting events so this obviously puts CAF Canada West Regional Sports for the upcoming season in question.

Getting the CAF back to their workplaces safely is going to be the obvious first priority.

Hopefully sports will follow, in some modified fashion, most likely on virtual platforms.

Please send me your military sports questions to ingham.jerry@cfmws. com and I’ll do my best to answer your questions in next weeks column.

In the meantime, stay safe and have faith - Military Sports Will be Back!

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Tuesday, May 12, 2020

How to build trust in your organization KEN ASHDOWN, CONFLICT MANAGEMENT PRACTITIONER, CCMS ESQUIMALT Trust is a frequent topic in the context of conflict resolution, either because a violation of trust has led to a conflict or because trust has been shaken by a conflict. This Toolbox article is aimed at helping military and civilian Defense Team members build and/or restore trust where it has been damaged. There are many variables that determine how people perceive trust in others, including individual personality, psychological orientation, reputations and stereotypes, and their actual, lived experience over time . It’s hard to account for all of these factors in any given situation but there are some fundamental truths about trust that can be applied in any workplace, whether it concerns the relationship between colleagues, between supervisor and subordinate, or within the chain of command.

Trust and team building Bear in mind that trust is closely associated with team building and group cohesion. Lencioni proposes a model in which mutual trust is the foundation of a fully functioning team, the weakness or absence of which can lead to a cascading series of issues. An underlying mistrust gives rise to a fear of conflict, because team members are wary of open and honest debate. This in turn leads to a lack of commitment, because the lack of healthy, productive conflict means ideas or decisions are not sufficiently vetted by the group, and members are reluctant to go along. What follows is an avoidance of accountability, because team members favour their own solutions or half-heartedly support courses of action decided without full input. Ultimately, lack of accountability means the team’s results will suffer, because members will be more focused on their own personal agendas rather than group outcomes.

The flip side of trust is distrust, understand how their behaviour or and it’s helpful to recognize that both performance is perceived by others – trust and distrust can coexist within a but do it supportively and relationship or team. The latter can be nonjudgmentally. a problem because a violation of trust is • Make explicit any cultural much more damaging to an individual variances. In other words, create relationship or to a group’s cohesion awareness around any cultural artifacts than a simple lack of trust . This is due that may be perceived or interpreted to our unconscious cognitive biases differently by others. Here the term such as the negativity bias and the loss doesn’t just refer to national or ethnic aversion bias: put simply, we tend focus culture, although it can certainly more on the bad stuff, and to perceive include it; it also means organizational the pain of losses twice greater than we or team cultures and subcultures, such do the satisfaction of gains. We may fail as the military culture, the specific to notice our levels of trust when things Army/Navy/Air Force culture, or the are going well, but we feel it profoundly culture of a particular department. when trust is harmed.

Differences in how things are done, For these reasons and more it’s including behavioural norms, can be crucial to both build trust and to disorienting and frustrating. manage distrust, especially if you • Openly acknowledge areas of are leading or managing a team. mutual distrust, and/or identify specific Fortunately these are learned skills that examples of violations of trust. Studies can be practiced and developed. demonstrate that when parties don’t Building trust discuss relationship issues, they are The extensive literature on trust more likely to end the relationship than identifies several effective strategies for continue interacting. building trust including the following: • Engage in activities that allow • Explicitly identify (describe) you to share common interests, goals and negotiate desired behaviours. It’s or objectives, values, principles, or hard for people to behave as expected situations where you may share similar if they have no clear idea of what those reactions. In other words, build what is expectations are. called identification-based trust, which • Demonstrate consistent is a deeper form than common calculusbehaviour over time when it comes to based trust (the transactional type meeting stated deadlines, performing of trust based on confident, positive tasks, and following through with plans expectations of another’s behaviour). and promises (i.e., maintain integrity) Identification-based trust stems from in different situations. In other words, relating to another’s goals, interests, keep commitments and avoid making etc., and typically occurs in more behaviour context-specific. intimate, personal relationships.

• Clarify expectations on tasks, Managing distrust roles, responsibilities, deadlines, and To manage distrust effectively, the consequences of failure. Ensure there following research-tested courses of is mutual agreement on what these action are recommended: mean (rather than assuming them to be • Clearly, specifically, and understood). nonjudgmentally address any • Identify and agree on ways to behaviour(s) that led to the distrust. monitor and verify actions. This can • Offer a genuine apology, be as simple as committing to a regular acknowledge responsibility, and fully check-in and feedback session. explain the reason for the behaviour • Offer a mirror: help the other leading to the trust violation (without

Perhaps we can all be better?

L

et us promise ourselves that when it all ends, we will be better people.

How can the current “new normal” be best used?

Are you waiting for life to return to normal? Do you pray and hope that you will soon be able to lead a social life again? Or, more importantly, that you can work again in your previous environment? Me too.

Meanwhile, our current quarantine or isolation is our life. This is our new standard for the near future. Let us remember that this bizarre form of existence in the age of forced social isolation is just as important as life before the virus. How easy it is to dream that it would be different. Let us stop thinking wishfully and let’s use our time wisely.

One of the best examples here is a book that I read a long time ago titled “...because you are with me. Spiritual testimony from Siberia.” This Jesuit priest wanted to teach people about Jesus in Russia. It was his dream, which he was not able to realize - during World War II he was arrested and sent to a single prison cell, and then to a forced labor camp. He realized that he had to live the life he was given, not chase his dreams.

And as soon as he changed his approach, every day

justifying or rationalizing).

• Clarify expectations regarding the behaviour going forward.

• Ensure commitments are being met by identifying ways to monitor and verify the desired behaviour or action.

• Create ways to minimize vulnerability or dependence on the other party in areas where distrust exists. In other words, identify alternative means to get your needs met so that you are not solely dependent on the other party, and therefore the impact of any disappointment is reduced. The other party will also be more likely to be willing to meet your needs or expectations them if you are interdependent they know you can turn elsewhere.

Healthy, trusting relationships increase productivity and general well-being at individual, group, and organizational levels, and it’s entirely possible to build and maintain trust, as well as to repair it where required. But in closing, a couple of caveats are in order. First, restoring trust is not always recommended, especially where it may lead to more violations of trust, increased resentment, and further degradation of the relationship.

(A healthy distrust can be a useful defense mechanism.) Perhaps most importantly, though, repairing trust doesn’t happen overnight because parties have to re-establish the reliability and dependability that are necessarily demonstrated over time. If you need assistance with having a potentially difficult conversation with someone else regarding trust issues, or if you are looking for assistance in building or re-establishing trust within your team or organization, help is available via your local Conflict and Complaint Management Services (CCMS) office: CCMSColdLake@forces.gc.ca; Lise Rioux-Joudrey, Agent Supervisor (780) 840-8000 ext. 8849; Kyle Wall, Agent (780) 840-8000 ext.

8190; Barb Rix, Conflict Management Practitioner 780-973-4011 x 6092.

Padre Marcin Rosinski

CHAPLAIN’S CORNER

of his life not only gained importance, but also brought measurable value.

How can we, in the current circumstances of forced isolation, benefit from what has become our new normal? For many of us, this will mean a slower pace of life that focuses entirely on home.

Maybe there will be more time in the evenings and mornings.

Maybe there will be more peace.

Maybe you can spend more time with your children.

Maybe you will drive less.

Maybe there will be fewer responsibilities.

It is tempting to fill your time with noise and “distractions” to somehow make up for the fact that you cannot meet with others. Resist this temptation! Read less world news and blogs on the web. Watch movies, read books and listen to music that is a challenge for you! Do not watch a TV series or program again; try something new that requires more effort and attention.

Avoid spending lots of free time on social media.

Instead, use this strange time to invest in relationships - talk “live” with your household members or over the phone and instant messaging with relatives and friends living far away. Write letters to people you love

or to those you rarely talk to or to someone who has somehow changed your life.

How can you enrich your daily prayer life that you sometimes lacked time for? Find some form of prayer that speaks to you or is important, maybe something you learnt when you were a child and somehow forgot about.

Invest your time and attention in people. Invest in prayer. Invest in renewing your own life. Change your life for the better compared to the pre-pandemic period.

Our days are usually filled to the brim with responsibilities and various activities. Using the Internet now, we can still fill the whole day. However, the current exceptional circumstances give us an unprecedented opportunity to gain a distance to everything. There are no commutes or extra activities in our day schedules.

We have more time available - how will we use it?

Many positive activities that filled our time of the week are currently suspended, so let us fill our lives with other good activities. And when it’s all over, let’s be better people.

marcin.rosinski@forces.gc.ca

Tuesday, May 12, 2020

The Courier News & Publishing

Page 5

Comment instaurer la confiance dans son organisation KEN ASHDOWN, CONFLICT MANAGEMENT PRACTITIONER, CCMS ESQUIMALT Dans le contexte de résolution de conflit la confiance est un élément important surtout lorsqu’il y un abus de confiance ou la confiance est ébranlée. Le présent article vise à aider les membres de l’Équipe de la Défense à établir et à rétablir la confiance quand celle-ci est brimée. Il existe de nombreuses variables qui déterminent comment les gens perçoivent la confiance envers les autres notamment la personnalité, l’orientation psychologique, les réputations et les stéréotypes, et l’expérience vécue au fil des ans. Il est difficile de tenir compte de tous ces facteurs, mais il existe des vérités fondamentales sur la confiance qui peuvent être appliquées dans n’importe quel lieu de travail, qu’il s’agisse d’une relation entre collègues,

entre superviseur et subordonné, ou au sein de la chaîne de commandement.

Faire confiance et bâtir une équipe - La confiance est associée à l’esprit d’équipe et à la cohésion du groupe. Lencioni2 propose un modèle dans lequel la confiance mutuelle est le fondement d’une équipe pleinement productive, dont l’absence de confiance peut mener à une série de problèmes.

Une méfiance sous-jacente crée une peur de conflit et les membres de l’équipe vont se méfier d’avoir un débat honnête entre eux. Cela entraîne aussi un manque d’engagement. L’absence d’un conflit sain et productif peut signifier que les idées ou les décisions qui sont prises ne sont pas bien reçues ni considérées par le groupe et, les membres de l’équipe sont réticents à suivre le courant. Ceci enchaîne un évitement de leurs responsabilités car ils ont tendance à favoriser leurs solutions ou ils ne supportent pas

nécessairement les décisions prises et n’y contribuent pas pleinement. En fin de compte, le manque de responsabilité signifie que les résultats de l’équipe en souffriront, car les membres seront davantage concentrés sur leurs propres programmes personnels plutôt que sur les résultats du groupe.

Le revers de la confiance est la méfiance. On doit reconnaître que la confiance et la méfiance peuvent coexister dans une relation ou une équipe. Ce dernier est problématique parce qu’un abus de confiance est plus dommageable à une relation entre individus ou à la cohésion d’un groupe comparativement à un simple manque de confiance. Cela est dû à des préjugés de négativité et d’aversion à la perte: tout simplement, avoir tendance à se concentrer davantage sur les mauvaises choses et à percevoir la douleur des pertes deux fois plus grande que la satisfaction des gains. Nous pouvons ne pas remarquer notre niveau de confiance lorsque les choses vont bien, mais nous le ressentons profondément lorsque la confiance est compromise.

C’est essentiel de renforcer la confiance et de gérer la méfiance, surtout si on dirige ou on gère une équipe.

Heureusement, ce sont des compétences acquises qui peuvent être mises en pratique et développées.

Bâtir la confiance La documentation sur la confiance identifie plusieurs stratégies efficaces pour rétablir la confiance, notamment: • Identifier (décrire) et négocier explicitement les comportements souhaités.

Il est difficile pour les gens de se comporter comme prévu s’ils n’ont pas d’idée claire des attentes.

• Démontrer un comportement cohérent au fil du temps lorsqu’il s’agit de respecter les délais fixés, d’effectuer des tâches et de respecter les plans et les promesses (c’est-à-dire maintenir l’intégrité) dans différentes situations. En d’autres mots, respecter les engagements et éviter de rendre le comportement spécifique au contexte.

• Clarifier les attentes concernant les tâches, les rôles, les responsabilités, les délais et les conséquences de l’échec.

S’assurer qu’il y a un accord mutuel sur leur signification (plutôt que de supposer qu’ils sont compris).

• Identifier et convenir à des moyens de surveiller et de vérifier les actions. Cela peut être aussi simple que de s’engager à communiquer régulièrement et de faire une rétroaction.

• Faire le miroir: aider la personne à comprendre comment son comportement ou ses performances sont perçus par les autres – il est important de le faire sans jugement en même temps offrir un soutien.

• Sensibilisation des différences culturelles. C’est important de se sensibiliser à tous les aspects culturels qui peuvent être perçus ou interprétés différemment par d’autres. Ce n’est pas seulement à la culture nationale ou ethnique mais également aux cultures et aux sous-cultures organisationnelles ou de l’équipe, telles que la culture militaire, la culture spécifique de la Force terrestre / Force navale / Force aérienne ou la culture d’un département particulier. Les différences dans la façon dont les choses sont faites, y compris les normes de comportement, peuvent désorienter et être frustrantes.

• Reconnaître les domaines de méfiance mutuelle et / ou identifier des

exemples spécifiques d’abus de confiance.

Des études montrent que lorsque les parties ne discutent pas des problèmes relationnels, elles sont plus susceptibles de mettre fin à la relation que de continuer à interagir.

• Participer à des activités qui vous permettent de partager des intérêts, des buts ou des objectifs communs, des valeurs, des principes ou des situations où vous pouvez partager des réactions similaires. En d’autres termes, créer ce que l’on appelle la confiance basée sur l’identification, qui est une forme plus profonde que la confiance basée sur le calcul commun (le type transactionnel de confiance basé sur des attentes confiantes et positives du comportement d’un autre).

La confiance fondée sur l’identification découle de la relation avec les objectifs, les intérêts, etc. d’une autre personne et se produit généralement dans des relations personnelles plus intimes.

Gérer la méfiance Les démarches suivantes ont été validées et elles sont recommandées pour gérer efficacement la méfiance: • Aborder clairement avec précision mais sans jugement tout comportement qui a mené à la méfiance.

• Présenter des excuses sincères, reconnaître la responsabilité et expliquer en détail la raison du comportement menant à l’abus de la confiance (sans justifier).

• Clarifier les attentes concernant le comportement à l’avenir.

• S’assurer que les engagements sont respectés en identifiant les moyens de surveiller et de vérifier le comportement ou l’action souhaitée.

• Créer des moyens de minimiser la vulnérabilité ou la dépendance à l’égard de l’autre partie où la méfiance existe. En d’autres termes, identifier des moyens alternatifs pour répondre à vos besoins afin de ne pas dépendre uniquement de l’autre partie, et donc l’impact de toute déception est réduit. L’autre partie sera également plus susceptible d’être disposée à répondre à vos besoins ou attentes si vous êtes interdépendants, ils savent que vous pouvez vous tourner ailleurs.

Les relations saines et confiantes augmentent la productivité et le bienêtre général aux niveaux individuel, de groupe et organisationnel, et il est tout à fait possible de bâtir et de maintenir la confiance, ainsi que de la rétablir quand c’est nécessaire. Les mises en garde suivantes s’imposent.

Rétablir la confiance n’est pas toujours recommandé surtout quand ça peut mener à un abus de confiance, à empirer un ressentiment et à dégrader davantage une relation. (Une méfiance saine peut être un bon mécanisme de défense.) Aussi important est de savoir que de rétablir la confiance ne se fait pas du jour au lendemain. Les parties doivent rétablir leur fiabilité et celle-ci se démontre au fil du temps. Si vous avez besoin d’aide à aborder une conversation qui vous semble peut-être difficile par rapport à des problèmes reliées à la confiance, ou si vous cherchez de l’aide pour établir ou rétablir la confiance au sein de votre équipe ou organisation, veuillez contacter le Centre des Services de gestion des conflits et des plaintes (SGCP ) CCMSColdLake@forces.gc.ca ; Lise Rioux-Joudrey, Agent Superviseur (780) 840-8000 poste 8849; Kyle Wall, agent (780) 840-8000 poste 8190; Barb Rix, praticienne en gestion des conflits 780-973-4011 poste 6092.

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The Courier News & Publishing

Tuesday, May 12, 2020

May 8: Letter from Chief of the Defence Staff (CDS) regarding COVID-19 May 8, 2020 - Defence stories Dear Families and Members of the Canadian Armed Forces, At CFB Trenton last week, we performed the solemn duty of receiving our Fallen from overseas. To those who worked tirelessly to provide such a dignified repatriation ceremony, and to those along the “virtual Highway of Heroes” who honoured online their fallen fellow Canadians, you have my sincerest thanks.

I also wish to express my admiration to the Captain and crew of HMCS FREDERICTON for their professionalism and courage under the most trying of circumstances.

The flight safety investigation team, comprised of seven personnel, has started its independent investigation to determine the facts surrounding the crash of Call Sign Stalker 22. The next step of these efforts will be a detailed underwater search and recovery operation.

It is our intent to ensure that the families, the Canadian Armed Forces and the Canadian public are provided with a factual account of the events that occurred in as timely a manner as possible. We must now provide our flight safety team the time they need to gather the facts so that they may determine the cause of the crash.

Op Laser Under Op Laser, Requests for Assistance (RFAs) from the provinces of Ontario and Quebec for assistance at long term care facilities have seen CAF personnel deployed to some 20 facilities in Quebec and five facilities in Ontario. To those deployed to these facilities, we are asking you to perform critical tasks that are not only saving lives, but also bringing dignity and comfort to those in their time of need.

This is an unusual task for the military. It will be temporary and every effort will be made to ensure your safety and effectiveness while you work. Thank you for your positive attitude!

I wish to take this moment to recognize all the CAF and civilian nurses in honour of “National Nursing Week 2020,” to be held May 11-17, 2020. Mere

Dear Defence Team members: I am privileged to be the Champion for the 2020 National Defence Workplace Charitable Campaign (NDWCC), as well as the National Defence COVID-19 Emergency Charity Campaign. As you know, Canada and the rest of the world are facing unprecedented circumstances right now. In response the Government of Canada has launched an emergency campaign to give public servants a way to help those in their communities impacted by COVID-19.

Millions of Canadians find themselves in difficult circumstances right now due to the COVID-19 pandemic. They are the vulnerable and isolated – seniors, new Canadians, the newly unemployed, those facing health issues, physical and otherwise. They need our help urgently and that is why I am reaching out to you now.

Members of the Defence Team support Canadians at home and abroad every single day, and while the circumstances are different, Canadians need our assistance now. Not just the assistance they receive from those of

words cannot properly describe how thankful we are for the tireless work and dedication you demonstrate each and every day to provide the care and attention on which Canadians depend.

Our Canadian Rangers, the eyes and ears of our Northern communities, are currently supporting approximately 30 different communities in Northern and Eastern Quebec. In Saskatchewan, Rangers are working in the communities of Wollaston Lake, Île-àla-Crosse and Fond-du-Lac. Work includes educating people about physical distancing, supporting the work of healthcare personnel, and assisting with the delivery of personal protective equipment. Knowledge of their local communities is invaluable and I thank all Rangers for answering the call.

This week both the Deputy Minister and I issued a joint directive DND/CAF COVID-19 Public Health Measures and Personal Protection. Our intent is clear, we seek to minimize the risks of COVID-19 transmission within CAF/DND by issuing common DND/CAF policy on Public Health Measures (PHM) and Personal Protective Equipment (PPE). The directive clearly articulates authorities, responsibilities and accountabilities. Ensure you have access to the directive through your chain of command or on the CAF App and I ask that you read it in its entirety. https://www.canada.ca/en/department-nationaldefence/corporate/policies-standards/dm-cds-jointdirective.html Resumption of Activities Effective immediately, CAF personnel are permitted to adjust their personal situation to match what is permitted in their respective Province or Territory. There will be differences between regions, and therefore, differences in what CAF members across the Force may do for recreation and sports activities. For those assigned to Op LASER, or any other operational function, you are required to continue to abide by my latest directions given as part of Tasking Order Op LASER 20-01 to remain home and remain ready.

The CAF will begin to resume activities based on

us who are part of and supporting Operation LASER, but help from every member of the Defence Team. If you are in a position to donate, I urge you to do so. Together we can support our fellow Canadians and make a real difference in these challenging times.

An easy-to-use website, National Defence COVID-19 Emergency Charity Campaign, has been set up. It explains the important work being done by the two organizations who will be receiving funds from this emergency campaign – United Way Centraide Canada and HealthPartners, the umbrella under which more than a dozen national health charities do their valuable work.

I encourage you to click through at the link above to learn more about how those organizations are helping the most vulnerable Canadians in each of our communities.

While this campaign is outside of our normal NDWCC period, funds raised will be included in the final 2020 total. We’re a generous community at all times and I know, even in these difficult times, we’ll come through again.

Thanks to you all for showing such

a strategic directive to be issued shortly. The objective will be to resume our training and readiness activities while taking precautions to avoid contracting or spreading COVID-19. Much will depend on unit COs to manage and accept risk locally and understand family circumstances as the economy and society adjust. Long term plans to manage our operations and activities during the pandemic threat or with lessons learned from COVID-19 will also be addressed over time.

NDWCC Emergency Charity Campaign In response to economic hardship from COVID-19 shared by many Canadians, the National Defence COVID-19 Emergency Charity Campaign has been launched. If you are in a position to give, please do so. The following link will help you to easily access the means to give online: https://www.canada.ca/en/ department-national-defence/campaigns/covid-19/ nat iona l- defence- covid-19 - emergenc y- cha r it ycampaign.html Mental Health Week As we close out Mental Health Week I want to add my voice to remind everyone that help is always available every day of the year and to encourage those who need help to seek it out through the Employee Assistance Program, Member Assistance Program, or the nearest crisis / distress centre. You can visit the following webpage to access a variety of resources and information to help maintain and improve upon your mental health and overall well-being: https://www.canada.ca/en/departmentnational-defence/campaigns/covid-19/mental-health. html Happy Mother’s Day! I close with a Thank You to all the mothers and those who love with a mother’s heart on this Mother’s Day, May 10, 2020. For all you do, we love you and we thank you.

Sincerely, J.H. Vance General

diligence and dedication as we navigate these unprecedented events. And thanks in advance for supporting the emergency campaign.

Together we can make a difference.

Sincerely, Lieutenant-General Wayne Eyre Commander, Canadian Army and Champion for the 2020 NDWCC

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Tuesday, May 12, 2020

ENTERTAINMENT The Courier News & Publishing

Page 7

HOROSCOPES

Crossword ACROSS 1. Seed part 7. Productive 13. Popular cocktail 14. Sausages 16. Western state 17. Natural desires 19. Defunct British automaker 20. Early media tycoon 22. Move from one place to another 23. Letter of Semitic abjads 25. Female birds 26. Umbrella brand 28. Delinquent 29. Tax collector 30. Cooking tool 31. Female sibling 33. Flat-topped hat 34. Angolan currency 36. Boardwalk candy 38. European nation 40. Leaflike part of palm 41. Removed with solvent 43. Uttered words 44. Unfashionable person 45. Disappointed 47. Controversial device in soccer 48. 007’s creator 51. Pain 53. UCLA mascot 55. Razorbill 56. Turkic people

58. Mimic 59. Crime involving fire 60. And, Latin 61. A saponaceous quality 64. Dorm employee 65. Estate lands 67. States 69. They slow you down 70. Gets up DOWN 1. One or the other 2. Doc 3. Songs have them 4. Record of payment (abbr.)

5. Speak endlessly 6. American state 7. Digressions 8. Tell on 9. Brews 10. Belongs to the bottom layer 11. American cigarette brand 12. Legal voting age in US 13. Dish 15. Expelled air from the nose 18. Body art 21. Fierce, destructive act 24. Bear bright yellow flowers 26. Japanese delicacy 27. Get off your feet 30. Male organs in some

invertebrates 32. __, so good 35. Cleverness 37. Protest yacht 38. Anesthetized 39. Mollified 42. Touch lightly 43. Diego, Francisco, Anselmo 46. Some windows have them 47. National capital 49. Squirrels like them

50. Grandmothers 52. Painter’s tool 54. News organization 55. __ and thesis: musical term 57. Famed activist Parks 59. __ Spumante (Italian wine) 62. A number or amount not specified 63. Body part 66. Of I 68. Old English

CAPRICORN - December 22 - January 19 Your willpower may be weak lately, Capricorn, and you may be eating or doing things that you’ll regret later on. Ask a friend to guide you away from temptations.

AQUARIUS - January 20 - February 18 Aquarius, someone may offer you a promotion or another more influential position. Do not let this go to your head, but enjoy the success that has come your way.

PISCES - February 19 - March 20 Pisces, if you have noticed you are running into obstacles in your quest to meet your goals, you may want to step back and consider a new path.

ARIES - March 21 - April 19 You’ll have a lot of energy and inspiration this week, Aries. Feel free to do anything you put your mind to, especially some recreational activities.

TAURUS - April 20 - May 20 Taurus, you may be feeling especially affectionate this week. With an open heart, you could be ready to delve into a new layer of your relationship or find a new romance.

GEMINI - May 21 - June 21 People may be wise to give you a wide berth for the time being, Gemini. Your dander is up, and it may be a good time to look for ways to reduce stress.

CANCER - June 22 - July 22 Cancer, it is very possible that you will meet someone new this week who has the potential to become a lifelong friend. Be observant of every new face and name in your circle.

LEO - July 23 - August 22 A volatile situation could reach its breaking point soon enough, Leo. Arguments that have slowly been brewing will culminate. Fortunately, things will quiet down afterward.

VIRGO - August 23 - September 22 Virgo, even though you are tempted to go in many different directions over the next few days, you’ll need to pick a course and stick with it if you are to get anything done.

LIBRA - September 23 - October 22 Libra, this week you may find yourself taking center stage at a family gathering or with a group of friends.

Use this opportunity to make your voice heard.

SCORPIO - October 23 - November 21 Be careful that your actions are not taken the wrong way, Scorpio. Do not take on traits that you would otherwise disagree with. Lighten up and be joyful this week.

SAGITTARIUS - November 22 - December 21 Sagittarius, take a breather whenever you can because there is a whirlwind of activity soon to come your way. Enjoy any breaks that come your way in the days ahead.

SUDOKU The Courier offers affordable advertising opportunities for local businesses.

Let us help you reach your goals!

Give us a call 780-594-5206 or email admin@couriernews.ca

To solve a Sudoku puzzle, every number from 1 to 9 must appear in: - Each of the nine vertical columns - Each of the nine horizontal rows - Each of the nine 3x3 boxes Remember no number can occur more than once in any column, row, or box.

Answers can be found at www.couriernews.ca.

Weekly Answers

For this week’s answers, check out our website at www.couriernews.ca

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The Courier News & Publishing

Tuesday, May 12, 2020

CWO Donovan transitions to Reserve Force VIRTUAL PROGRAMMING PSP Cold Lake is happy to provide training and activities offered through our various social media platforms.

Head over to http://couriernews.ca/ cfmws-virtual-programming/ to view the current May 11 - 17 schedule!

MCpl J.W.S. Houck

CWO Darlene Donovan retired from the Reg Force and joined the Res Force as Capt Donovan.

She was the D/W Comd’s Chief Warrant Officer.

From left to right – MWO Katy Obled – Acting D/W Comd CWO, Faith Donovan, Capt Darlene Donovan, Capt Brian Donovan, LCol Alain Gagnon - DWComd.

The rope was to hold the frame up, while maintaining social distancing.

• Out of province inspections for all makes and models with free wash