DAOD 5019-1, Personal Relationships

Table of Contents

1. Introduction
2. Definitions
3. Overview
4. Policy Direction
5. Guidance for the Chain of Command
6. Compliance and Consequences
7. Responsibilities
8. References

1. Introduction

Date of Issue: 2004-12-22

Date of Last Modification: 2026-04-28

Date of Last Review: 2026-04-28

Application: This DAOD is an order that applies to officers and non-commissioned members of the Canadian Armed Forces (CAF members) and a directive that applies to employees of the Department of National Defence (DND employees) who act as managers or supervisors of CAF members.

Supersession: CFAO 19-38, Personal Relationships

Approval Authority: Chief of Military Personnel (CMP)

Policy Office of Primary Interest: Director Military Careers Policy and Grievances (DMCPG)

Enquiries: Administrative Response Centre (ARC)

2. Definitions

personal relationship (relation personnelle)

An emotional, romantic, sexual or family relationship, including marriage or a common-law partnership or civil union, between two CAF members, or a CAF member and a DND employee or contractor, or member of an allied force. (Defence Terminology Bank, record number 43170)

power imbalance (déséquilibre de pouvoir)

A situation where one party, by way of rank, seniority, position, or experience, possesses disproportionate authority, control, or influence compared to, or over, another.

Note 1 – A power imbalance can exist in professional relationships and institutional settings, where factors such as rank or position contribute.

Note 2 – A power imbalance exists when one person has the power to influence things like money, a place to live, a job or a reputation.

Note 3 – The imbalance can amplify feelings of vulnerability and hinder the ability of the disadvantaged party to assert boundaries or resist unwanted behavior.

Note 4 – A power imbalance is a core feature in many cases of harassment of a sexual nature, conduct deficiencies of a sexual nature and crimes of a sexual nature. In many circumstances, the power imbalance between the parties impacts the ability of the affected person to resist or expressly indicate that the sexual conduct is unwelcome and may intensify its impact on the affected person. (Defence Terminology Bank, record number to be assigned)

3. Overview

3.1 CAF members have the right to form personal relationships with other members of the CAF, DND employees, DND contractors, or members of an allied force while maintaining a professional and respectful workplace. CAF policies must balance personal freedoms with professional conduct when permitting CAF members to form consensual relationships without fear of reprisal or discrimination, fostering a respectful and supportive environment.

3.2 Notwithstanding the CAF members’ right to form personal relationships, they must uphold professional integrity, preserve organizational reputation, and maintain unit cohesion without impacting operational effectiveness. Personal relationships must not create a conflict of interest, compromise transparency and fairness in decision-making, or undermine the equitable treatment of individuals in decisions related to employment, advancement, resource allocation, or recognition.

4. Policy Direction

Power Imbalance

4.3 Power imbalance does not always equate to a difference in military rank, position or appointment. It can exist in a situation in which one party possesses disproportionate authority, control, or influence compared to another, which can lead to a disparity in interpersonal dynamics. This includes professional relationships and institutional settings, influenced by rank, position or appointment which contribute to unequal power distribution. The imbalance can amplify feelings of vulnerability and hinder the ability of the disadvantaged party to assert boundaries or resist unwanted behaviour. A power imbalance is a core feature in many cases of harassment, conduct deficiency and crimes of a sexual nature. In many such circumstances, the power imbalance between the parties impacts the ability of the affected person to resist or expressly indicate that the conduct or relationship is unwelcome, or seek support, and may intensify its impact on the affected person.

4.4 In an institutional context, power imbalance exists when one individual dominates decision-making or asserts influence in ways that disadvantage the other individual, is not in the best interests of the individual or the organization or unfairly favours the individual due to a personal relationship. The CAF member involved in a personal relationship that benefits from a power imbalance must refrain from exploiting that power imbalance, must refrain from making command or administrative decisions with respect to the other member of that personal relationship and must report that relationship to the CoC.

Disclosure of Personal Relationships

4.5 If a personal relationship develops in a prohibited circumstance, or CAF members who have an ongoing or former personal relationship are placed in prohibited circumstances, the CAF members involved must disclose the personal relationship to the CoC. A DND employee who acts as a manager or a supervisor of a CAF member who is made aware of such a relationship must inform the CAF member’s CoC. Although both members share the responsibility to disclose personal relationships, when a power imbalance exists, the onus is on the individual with greater power or authority to initiate disclosure. Failure to disclose a personal relationship in prohibited circumstances is a conduct deficiency and subject to administrative or disciplinary action. Any negative consequences will be placed primarily on the member with the higher rank or authority.

4.6 In some circumstances, it may not be feasible for members to disclose personal relationships to their direct CoC for fear of stigmatization, discrimination or reprisal. To enable members to fulfill their obligations under this DAOD, it is acceptable to disclose such relationships to the next level of command, either directly or through a third party. While the confidentiality and privacy of the member will be respected at all times, it must be understood that career-based decisions may ultimately rest with the unit Commanding Officer (CO), depending on the members’ ranks. The amount of information about the relationship that requires disclosure should be sufficient to enable decision-making and may not always require a high degree of detail.

5. Guidance for the Chain of Command

5.1 The CoC is responsible for maintaining CAF’s operational effectiveness and professional integrity by enforcing conduct standards in personal relationships. Leaders must remain objective, credible, and free from conflicts of interest, and the CoC must lead by example in alignment with the CAF ethos, as expressed in the Canadian Armed Forces Ethos: Trusted to Serve and Fighting Spirit.

Disclosed Personal Relationships

5.2 When a personal relationship is disclosed:

1. the CoC must keep all information regarding the relationship confidential and only share information pertaining to the relationship on a “need to know” basis. Any information disclosed will be treated as Protected B in accordance with DAOD 1002-0, Administration of the Privacy Act;
2. the DND employee who acts as a manager or a supervisor of a CAF member must reach out to the CAF member’s CoC; the CoC must assess the situation for any real, apparent, or potential conflict of interest, power imbalance, or impact on the workplace;
3. the CoC must as required, take measures to address the situation, such as adjustments to reporting relationships or work assignments, ensuring that neither member faces undue personal or career consequences, including reprisal for disclosure of the relationship; and
4. If measures to accommodate are not feasible, the CoC must consider separation through posting or a similar mechanism.

Undisclosed Prohibited Personal Relationships

5.3 When the CoC becomes aware of the existence of undisclosed ongoing or former personal relationship in prohibited circumstances, in addition to the steps outlined in paragraph 5.2 above, the CoC will initiate a disciplinary or an administrative investigation and, if necessary, address the failure to disclose the personal relationship as a conduct deficiency in accordance with Military Justice at the Unit Level, DAOD 5019-2, Administrative Review, and DAOD 5019-4, Remedial Measures. A DND employee who acts as a manager or a supervisor of a CAF member who is made aware of such a relationship must inform the CAF member’s CoC.

5.4 In personal relationships which involves a power imbalance, a rebuttable presumption will apply that the relationship was not consensual. The onus is on the individual with the higher rank, authority, or influence to demonstrate that the relationship was consensual and did not result in any real or perceived disadvantage to the party with lesser power or authority. Such cases must be addressed and may be treated as a conduct deficiency of a sexual nature in accordance with DAOD 9005-1, Sexual Misconduct Response.

5.5 Before initiating any administrative or disciplinary action for conduct that breaches this DAOD, the CoC is encouraged to consult with the local representative of the Judge Advocate General (JAG).

Career Management of CAF Members in Personal Relationships

5.6 CAF members in personal relationships may be posted to the same unit provided that the requirements of paragraphs 4.1 and 4.2 of this DAOD are respected.

5.7 When a personal relationship within the CAF cannot be managed within the same unit, the members involved in the personal relationship may be reassigned through a posting, attached posting, or change in work assignments. Such measures are not punitive and should not result in stigma or negative career implications.

5.8 If a posting or other career management action is necessary, the CoC must consult Director General Military Careers (DGMC) or the appropriate reserve authority to determine the least disruptive option for both individuals. Such decisions should consider future career prospects and the impact of reassignment on both members in the personal relationship. While efforts must be made to ensure fairness, practical constraints may require relocating the more junior member due to available positions.

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6. Compliance and Consequences

Compliance

6.1 CAF members and DND employees who act as managers or supervisors of CAF members, must comply with this DAOD. Should clarification of the policies or instructions set out in this DAOD be required, CAF members and DND employees who act as managers or supervisors of CAF members may seek direction through the CAF member’s military CoC or their channel of communication, as appropriate. Military supervisors and DND employees who act as managers or supervisors of CAF members have the primary responsibility for and means of ensuring the compliance of their CAF members with this DAOD.

Consequences of Non-Compliance

6.2 CAF members and DND employees who act as managers or supervisors of CAF members are accountable to their respective military supervisors and managers for any failure to comply with the direction set out in this DAOD. Non-compliance with this DAOD may have consequences for both the DND and the CAF as institutions, and for CAF members and DND employees as individuals. Suspected non-compliance may be investigated. Military supervisors and managers must take or direct appropriate corrective measures if non-compliance with this DAOD has consequences for the DND or the CAF. The decision of a level one advisor or other senior official to take action or to intervene in a case of non-compliance, other than in respect of a decision under the Code of Service Discipline regarding a CAF member, will depend on the degree of risk based on the impact and likelihood of an adverse outcome resulting from the non-compliance and other circumstances of the case.

6.3 The nature and severity of the consequences resulting from non-compliance should be commensurate with the circumstances of the non-compliance and other relevant circumstances. Consequences of non-compliance may include one or more of the following:

1. the ordering of the completion of appropriate learning, training or professional development;
2. the entering of observations in individual performance evaluations;
3. increased reporting and performance monitoring;
4. the withdrawal of any authority provided under this DAOD to a CAF member or DND employee;
5. the reporting of suspected offences to responsible law enforcement agencies;
6. the application of specific consequences as set out in applicable laws, codes of conduct, and DND and CAF policies and instructions;
7. other administrative or disciplinary action, or both, for a CAF member;
8. other administrative action, including the imposition of disciplinary measures, for a DND employee; and
9. the imposition of liability on the part of His Majesty in right of Canada, CAF members and DND employees.

Note – In respect to the compliance of DND employees, see the Treasury Board Framework for the Management of Compliance for additional information.

7. Responsibilities

Responsibility Table

7.1 The following table identifies the responsibilities associated with this DAOD:

8. References

Acts, Regulations, Central Agency Policies and Policy DAOD

• QR&O article 10.06, Transfer Between Sub-Components of the Reserve Force
• Framework for the Management of Compliance, Treasury Board
• DAOD 5019-0, Conduct and Performance Deficiencies

Other References

• DAOD 1000-7, Policy Framework for Military Personnel Management
• DAOD 1000-9, Policy Framework for Department of National Defence Employee Management
• DAOD 1002-0, Administration of the Privacy Act
• DAOD 2020-4, Supplementary Reserve
• DAOD 5016-0, Standards of Civilian Conduct and Discipline
• DAOD 5019-2, Administrative Review
• DAOD 5019-4, Remedial Measures
• DAOD 5031-1, Canadian Armed Forces Recognition of Prior Learning and Experience
• DAOD 5045-0, Canadian Forces Personnel Support Programs
• DAOD 7021-1, Conflict of Interest
• DAOD 7023-1, Annex A, Statement of Defence Ethics
• DAOD 9005-1, Sexual Misconduct Response
• CANFORGEN 078/21, Modification to DAOD 5019-2, Administrative Review, DAOD 5019-4, Remedial Measures and DAOD 5019-7, Alcohol Misconduct
• CANFORGEN 099/24, Repeal of the Duty to Report Regulations
• Individual Training and Education Instruction 2002-1, Appointment and Responsibilities of Training Authorities
• Individual Training and Education Instruction 2002-2, Appointment and Responsibilities of Designated Training Authorities
• Canadian Armed Forces Ethos: Trusted to Serve
• Fighting Spirit: The Profession of Arms in Canada
• Military Justice at the Unit Level 2.0
• The DND and CF Code of Values and Ethics

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