ADM(RS) Assessment of MAP Status:
2015 Deschamps External Review and 2018 OAG Inappropriate Sexual Behaviour
Table of Contents
Alternate Formats
Assistant Deputy Minister (Review Services)
Overall Assessment
While the Defence Team has made some progress in addressing the recommendations stemming from the Deschamps’ 2015 External Review and the 2018 OAG Report, further work is required to achieve full implementation across all actions.
This assessment considered the current context and developments as of May 2021, as well as the key interdependencies between OAG and Deschamps MAPs. In light of the interdependencies and of the current context, all MAPs were jointly re-assessed and in some instances resulted in a lower level of implementation than previously reported and self-assessed by management. Based on the current objective assessment, the majority of MAPs were assessed as partially implemented overall. Progress was noted where MAPs have addressed policy, framework and key principles components. Namely, new policies have been established, sexual misconduct defined and, finally, the Sexual Misconduct Response Centre (SMRC) and Operation HONOUR were stood up. What remains to achieve full implementation includes effective strategies that both communicate and embed the framework and tools at all levels, including training, comprehensive processes and reporting that enable ongoing improvements and effect the required cultural change. Existing mandates and processes will continue to be leveraged but will need to be updated in light of newly established organizational structures.
Context
- The present circumstances demonstrate that sexual misconduct remains an ongoing issue. Therefore, while this assessment mostly followed the standard MAP follow-up process as described at Annex A, it was done with consideration for the current context and for the newly established structures, initiatives and the discontinuation of existing ones.
- Management provided a self-assessment that all Deschamps MAPs and all but one OAG MAP had been fully implemented indicating, based on this self-assessment, that all processes and structures are operating as intended. Based on recent developments and the recognition that gaps remain to achieve full implementation, Assistant Deputy Minister (Review Services) (ADM(RS)) was tasked with objectively assessing the implementation of the management action plan in response to the 10 Deschamps and 7 OAG recommendations.
- Given the discontinuation of Operation HONOUR and the newly established CPCC, the Offices of Primary Interest (OPIs) and the Offices of Collateral Interest (OCIs) referred to in this assessment may change as the accountabilities, roles and authorities are determined.
- Further, given that both Deschamps and OAG recommendations and corresponding MAPs have key interdependencies and overlap in some areas, the MAPs were considered globally, providing an opportunity for a horizontal assessment presented by theme which goes beyond the standard MAP follow-up exercise, with considerations for the way forward.
- As a result, a number of actions that were previously assessed as fully or substantially implemented have been re-examined and in some instances re-assessed to lower levels of implementation as applicable.
Overview of Deschamps and OAG Reports
- In 2015, Justice Marie Deschamps was engaged to conduct an external assessment and set out to examine CAF policies, procedures and programs in relation to sexual harassment. The report resulted in 10 recommendations and the establishment of an action plan and a Strategic Response Team on Sexual Misconduct. The MAPs completion dates were not specified within the report. While Operation HONOUR was promptly established in response shortly after the release of the Deschamps report, a formal action plan at the recommendation level was only established in early 2020 to demonstrate how each individual recommendation was being addressed, and the MAPs were developed independently by OPIs given the external nature of the review. As a result, this assessment also considered the recommendation where required to ensure alignment between the MAPs and recommendation.
- In 2018, the OAG conducted an audit to determine whether the CAF adequately responded to inappropriate sexual behaviour through actions to respond to and support persons affected by sexual misconduct, and to understand and prevent such behaviour. The audit identified seven recommendations with anticipated completion dates for MAPs set within 2 years of issue of the report. The OAG report considered actions already implemented or in progress as a result of the Deschamps external review, such as the establishment of the Sexual Misconduct Response Centre and of Operation HONOUR.
- Both reports and recommendations centred around key common themes, namely Responsibility and Accountability, Policies and Guidance, Training, and Support and Processes for affected persons. OAG’s new recommendations were designed to address ongoing issues and gaps identified, expanding on aspects raised under the Deschamps recommendations through a procedural and control framework lens to support cultural change within the Defence Team.
- The assessment contained in this report focuses primarily on the implementation level of the MAPs with consideration for the recommendations that they were designed to address. The effectiveness of the recommendations and the MAPs in addressing the underlying issues identified by the Deschamps external review and OAG report will be covered as part of the new Independent External Comprehensive Review.
New Level 1 and External review
- Recent publicized allegations and investigations have triggered the launch of the Independent External Comprehensive Review to be led by (retired) Justice Arbour. This review will consider “current policies, procedures, programs, practices and culture within the CAF and DND to identify the causes for the continued presence of harassment and sexual misconduct despite efforts to eradicate it, identify barriers to reporting inappropriate behaviour and to assess the adequacy of the response when reports are made, and to make recommendations on preventing and eradicating harassment and sexual misconduct. To that end, a review of the recruitment, training, performance evaluation, posting and promotion systems in the CAF, as well as the military justice system’s policies, procedures and practice to respond to such allegations will also be conducted.” (source: Terms of Reference of the Review)
- In May 2021, the CPCC was established to rapidly define the scope of work and priorities, and develop a detailed plan to align Defence culture and professional conduct with core values and ethical principles, supported by the Initiating Directive for Professional Conduct and Culture.
- Budget 2021 announced the provision of $236.2 million over five years, starting in 2021/22, and $33.5 million per year ongoing to DND and Veterans Affairs Canada, to expand their work to eliminate sexual misconduct and gender-based violence in the military, and to support survivors.
Overall MAP Status Assessment by Theme
The Deschamps and OAG recommendations can be categorized under four broad themes, and the following section provides a horizontal analysis of progress on MAPs by theme. See Annex C for an overview of the implementation level by theme.
Responsibility and Accountability – Substantially Implemented
The MAPs were mostly assessed as preparing for implementation with two substantially implemented. The establishment of the SMRC and of the CAF Strategic Response Team on Sexual Misconduct (CSRT-SM) which became the Director Professional Military Conduct (Operation HONOUR) (DPMC OpH) occurred shortly after the issue of the Deschamps report. This was supported by a documented Mandate and Operating Agreement between DPMC OpH and SMRC which defined accountabilities, roles and responsibilities. While the recent appointment of a new CPCC demonstrates the department has acknowledged the serious and continued problem of sexual misconduct, further work is needed to demonstrate the accountability framework is working as intended.
➔ Way Forward: Clear delineation and communication of the respective roles and responsibilities of the CPCC, SMRC, CCMS, Ombudsman, Ethics & Integrity and of CAF members and civilians will be key to developing an organizational-wide understanding and accountability. Finally, effective information and reporting mechanisms will be required to enable effective oversight, decision making and ongoing improvement, especially in light of the discontinuation of Operation HONOUR which included a performance and monitoring framework.
Policies, Guidance and Culture – Partially Implemented
The MAPs were mostly assessed as preparing for implementation. The “Path to Dignity and Respect” was developed and approved, to enable organizational change. Defence Administrative Orders and Directives (DAOD) were developed to define key concepts and terminology relevant to sexual misconduct, including DAOD 9005-1 and DAOD 5019-1. While a policy and directive on GBA+ was instituted, no evidence was identified to demonstrate that GBA+ had been integrated in all defence activities across the CAF and DND. Policies provide the baseline and operating principles but need to be supported by effective organizational change strategies to enable the required cultural shift. Aspects of cultural change were also partially addressed through actions focussed on training and education which is covered in the next theme.
➔ Way Forward: Consideration should be given to the suite of policies that still require GBA+ analysis and to how effectively the CAF is progressing in achieving its goal of 25% representation of women. The development of cultural change management strategy will also be critical. 8
Training and Education – Preparing for Implementation
All MAPs were assessed at the ‘preparing for implementation’ level. Efforts were made to prioritize the delivery of the Respect in the CAF Workshop and to maximize participation. The MAPs included a commitment to exploring other education focused on affected persons and training options outside of the workshop and to identify approaches in the education and training developed in other domestic and international organizations. Additional effort and evidence is needed to demonstrate the effectiveness of training is being regularly assessed and reported on, to internal and external stakeholders. Although the SMRC plays an advisory role, there is presently no clear ownership and central authority in overseeing the development and monitoring of a training and education curriculum. Training will be a key component reviewed through the recently launched External Comprehensive Review.
➔ Way Forward: Monitoring the efficacy of training will be an important part of ensuring progress toward the required cultural change. Consideration should be given to making the training mandatory and renewed on a regular basis as well as ensuring that training is designed and delivered by experts.
Support and Processes for affected persons – Substantially Implemented
All MAPs were mostly assessed as substantially implemented with one assessed as preparing for implementation. Structures and processes have been established with the SMRC responsible for supporting affected persons and were integrated within at least some parts of the organization, and some achieved results have been identified. An extension to June 30, 2021 was requested on implementation of the national support plan for affected persons and for completing work related to class action consultation group. It also remains to be resolved how to address the obligation to report versus allowing affected persons to disclose and seek support without the obligation to trigger a formal report and complaint process with better protection required to respect their choices. Further efforts are required to demonstrate how cases are being transferred to civilian authorities as requested and examples of the rationale provided when requests are denied.
➔ Way Forward: For affected persons, certain aspects of support policies and processes remain to be resolved, integrated, simplified and communicated. In light of the Heyder Beattie settlement agreement, restorative engagement practices to be embedded in the response processes would further enhance practices focussed on affected persons. Finally, addressing the boundaries of ‘duty to report’ to ensure affected persons’ choices are respected will be critical to build trust in the processes.
Deschamps MAP Status Assessment
All MAPs were self assessed by OPI Management as “Fully Implemented” whereby ‘the structures and processes are fully implemented and are operating as intended and may be closed.’ Based on recent independent Internal Audit re-assessment, seven MAPs were considered as substantially implemented, with three MAPs assessed as preparing for implementation. The assessment jointly considered actions established for both the OAG and Deschamps reports in light of the current context and recent developments.
See Annex B for definitions of implementation levels.
| Deschamps Report – Recommendations and Management Actions | Analysis of MAP Implementation Status | Internal Audit Rating |
|---|---|---|
| ERA1 Acknowledge that inappropriate sexual conduct is a serious problem that exists in the CAF and undertake to address it. | ||
OPI: CDS OCI: DPMC OpH
|
|
Level 4 – Substantial Implementation |
| ERA2 Establish a strategy to effect cultural change to eliminate the sexualized environment and to better integrate women, including by conducting a gender-based analysis of CAF policies. | ||
OPI: DPMC OpH (Culture Realignment Strategy); Corp Sec (GBA+) ; CMP (Op GENERATION) OCI: DPMC OpH and the SMRC, Diversity Champion
|
|
Level 3 – Preparation for Implementation |
| ERA3 Create an independent centre for accountability for sexual assault and harassment outside of the CAF, responsibility for receiving reports of inappropriate sexual conduct, as well as prevention, coordination and monitoring of training, victim support, monitoring of accountability, research, and to act as a central authority for the collection of data. | ||
OPI: SMRC OCI: DPMC OpH, CMP
|
|
Level 4 – Substantial Implementation |
ERA4 Allow members to report incidents of sexual harassment and assault to the independent centre or simply request support services without triggering a formal complaint. |
||
OPI: SMRC OCI: DPMC OpH
|
|
Level 3 – Preparing for Implementation |
ERA5 With the participation of the centre for accountability for sexual assault and harassment, develop a simple and broad definition of sexual harassment, develop a definition of adverse personal relationship and give guidance on the requirement for consent. |
||
OPI: DPMC OpH OCI: SMRC, ICCM
|
|
Level 4 – Substantial Implementation |
ERA6 With the participation of the centre for accountability for sexual assault and harassment, develop a unified policy approach to address inappropriate sexual conduct and include as many aspects as possible of inappropriate sexual conduct in a single policy using plain language. |
||
OPI: DPMC OpH OCI: SMRC
|
|
Level 4 – Substantial Implementation |
ERA7 Simplify the harassment process by directing formal complaints to Commanding Officers (CO) acting as adjudicators in a grievance, and reducing the emphasis on Alternative Dispute Resolution. |
||
OPI: ICCM OCI: DPMC OpH
|
|
Level 4 – Substantial Implementation |
ERA8 Allow victims of sexual assault to request transfer of complaint to civilian authorities; providing information explaining the reason for the transfer is not effected. |
||
OPI: DMP OCI: DPMC OpH, CFPM
|
|
Level 4 – Substantial Implementation |
ERA9 Assign responsibility for providing, coordinating and monitoring victim support, including advocating, to the centre for accountability for sexual assault and harassment. |
||
OPI: SMRC OCI: ICCM
|
|
Level 4 – Substantial Implementation |
ERA10 Assign to the centre for accountability for sexual assault and harassment, in coordination with other CAF subject matter experts, responsibility for the development of the training curriculum and the primary responsibility for monitoring training on matters related to inappropriate sexual conduct. |
||
OPI: SMRC OCI: DPMC OpH
|
|
Level 3 – Preparation for Implementation |
Table 2 Summary
OAG MAP Status Assessment
All MAPs except for MAP 2 have been self assessed by the OPI (VCDS) Management as level 5 “Fully Implemented”. SMRC requested an extension of the MAP 2 target date to June 30, 2021 due to COVID-19 limiting progress on the communication strategy and the implementation plan, and work of the class action consultation group. Internal Audit re-assessed three MAPs as substantially implemented and four MAPs as preparing for implementation. The assessment jointly considered actions established for both the OAG and Deschamps reports in light of the current context and recent developments.
| OAG Inappropriate Sexual Behaviour Report– Recommendations and Management Actions | Analysis of MAP Implementation Status | Internal Audit Rating |
|---|---|---|
OAG1 The Canadian Armed Forces should work with the Department of National Defence to review the balance, and clearly define the roles and responsibilities, of the Strategic Response Team on Sexual Misconduct and the Sexual Misconduct Response Centre to improve efficiency and avoid duplication of effort. The Canadian Armed Forces should also ensure that these roles and responsibilities are communicated across the Forces to ensure better understanding for all members. |
||
The SMRC Charter and CSRT-SM Terms of Reference will be revised to clarify the roles and responsibilities of each organization, and these changes will be clearly communicated. Key interim milestones:
|
|
Level 4 – Substantial Implementation |
OAG2 The Canadian Armed Forces should establish an integrated, national approach to victim support to ensure it fully addresses the needs of any member who is affected by inappropriate sexual behaviour. The approach should ensure that members have access to a consistent level of service and specialized support regardless of where they are serving. |
||
A national victim support plan will be fully implemented to ensure access to a minimum level of support services to all CAF members, regardless of location and will include services for specialized groups. A comprehensive case management service will be fully implemented. Key interim milestones:
|
|
Level 4 – Substantial Implementation |
OAG3 The Canadian Armed Forces should make victim support a top priority by:
|
||
A CAF campaign plan will be developed that will designate Victim Support and the implementation of an integrated, national case management system as the main effort. Operation HONOUR related resources and policies will provide a clear and comprehensive suite of information and direction related to sexual misconduct, and their content will be regularly reviewed to ensure accuracy. Key interim milestones:
|
|
Level 4 – Substantial Implementation |
OAG4 The Canadian Armed Forces should establish clear guidance for members on the regulation to “report to the proper authority” in the context of inappropriate sexual behavior. The guidance should clarify who is considered the “proper authority” under which circumstances. The goal should be to balance the need to protect the organization’s safety with the need to support victims by allowing them to disclose and seek support without the obligation to trigger a formal report and complaint process. |
||
The CAF will examine the relevant regulations and develop an appropriate approach to clarify the obligations relating to the reporting of incidents of inappropriate sexual behaviour. The chosen approach will aim at ensuring that the views of the victims concerning the actions to be taken are considered and respected to the extent possible taking into account the:
The CAF will identify and begin developing the chosen approach no later than November 2018 with a view to conclude the process by October 2019. |
|
Level 3 – Preparation for Implementation |
OAG5 The Canadian Armed Forces should make it a priority to offer the Respect in the Canadian Armed Forces Workshop to all members in a timely manner. It should also explore other victim- focused education and training options to ensure that all members receive appropriate training that supports the goals of Operation HONOUR. |
||
A coordinated plan for the delivery and validation of the Respect in the CAF Workshop to CAF members will be completed no later than March 31, 2019. The SMRC Charter will be amended no later than March 31, 2019. |
|
Level 3 – Preparation for Implementation |
OAG6 The Canadian Armed Forces should develop a performance measurement framework to measure, monitor and report on Operation HONOUR. The Forces should use the information it gathers to continuously improve its response to inappropriate sexual behaviour and work toward its goal to eliminate this behaviour across the Forces. |
||
The Operation HONOUR Performance Measurement Framework will be completed no later than October 1, 2019. The Performance Measurement Framework will be designed to measure the activities and outputs as well as the effectiveness (outcomes) of the Campaign Plan. |
|
Level 3 – Preparation for Implementation |
OAG7 The Canadian Armed Forces should expand its use of external subject matter experts, in addition to using internal information sources and evidence, to ensure it has a wider variety of performance information and to ensure it receives an independent assessment of its response to inappropriate sexual behaviour. |
||
The SMRC Charter will be amended to address this additional mandate no later than March 31, 2019. The External Advisory Committee (EAC) meets on a regular basis and will provide expert, independent advice on sexual misconduct. One important source of independent information is the 2018 Statistics Canada Survey on Sexual Misconduct in the Canadian Armed Forces. Data collection was completed November 15, 2018 and results will be released at the end of May 2019. For the 2020 Statistics Canada survey, data collection will commence in late fall 2020. (Update: due to the COVID-19 pandemic, the next iteration of the survey is now expected for late 2022 or early 2023). |
|
Level 3 – Preparation for Implementation |
Table 3 Summary
Summary of Key Observations
The MAP assessment found that while progress has been made in the areas addressed by the Deschamps and OAG recommendations, more effort is needed to bring about the needed cultural change. Moving forward, consideration should be given to:
- Delineation and communication of the respective roles and responsibilities of the CPCC, SMRC, CCMS, Ombudsman, Ethics & Integrity, as well as of CAF members and civilians;
- Identifying and prioritizing CAF and DND policies that would most benefit from GBA+ analysis;
- How to progress in achieving the goal of 25% representation of women;
- Monitoring the efficacy of training and identifying areas where enhanced training is needed and where training alone is insufficient to bring about required cutural changes;
- For affected persons, certain aspects of support policies and processes remain to be resolved, integrated, simplified and communicated;
- Ensuring the implementation of the Declaration of Victim’s Rights achieves the desired outcomes; and
- Monitoring progress and ensuring performance information is used for updating policies, processes and training, as required; this will need to be done in conjunction with continued clarification of respective roles and responsibilities across the CAF and DND.
The recently launched Independent External Comprehensive Review led by retired Justice Arbour will be examining recruitment, training, performance evaluation, posting and promotion systems as well as military justice policies and procedures to probe further into root causes and identifying barriers to the reporting of inappropriate behaviour.
Previously raised recommendations and corresponding actions may be consolidated with the recommendations raised by the two Independent Reviews (Arbour & National Defence Act Review), and may also be subsequently re-assigned as responsibilities and accountabilities are reviewed given the discontinuation of Operation HONOUR and the newly established CPCC.
Annex A – Assessment Methodology
The process followed is based on the Assessment Methodology used for the semi-annual MAP Status Update.
Level 1 (L1) Organization Self-Assessment
- L1 organizations perform a self-assessment on all their open MAPs and submit a MAP status update to ADM(RS), which includes:
- The implementation level of each MAP between level 1 to 5 (Refer to Annex C);
- A description of actions implemented and rationale for their implementation level;
- In cases where the MAP is self-assessed as fully implemented (level 5), the supporting evidence;
- In cases where the MAP is not implemented by the target date, the outstanding actions; and
- In cases where the MAP is self-assessed as “Obsolete” or “Management accepts risk”, the justification and supporting evidence, as applicable.
ADM(RS) Assessment
- For MAPs self-assessed by L1s as being fully implemented (Level 5):
- ADM(RS) validates supporting documentation provided by the L1 to determine if the MAP can be closed.
- Specifically, the evidence is assessed against the following criteria;
- Any studies or analysis listed in the MAP was performed
- Determine if the implemented MAPs were operating as intended
- MAPs deemed as being fully implemented will be closed.
- If the validation result is unsatisfactory, ADM(RS) will provide the rationale, request additional information and/or lower the L1 self-assessed implementation level.
- For MAPs self-assessed by L1s at a level of implementation other than fully implemented (Level 1 to 4, Obsolete or Superseded/To be replaced):
- ADM(RS) reviews the L1 self-assessment to determine if the implementation level of each of MAP is reasonable.
- While supporting evidence is not required for these MAPs, ADM(RS) uses professional judgment to identify any major concerns on the implementation progress of these MAPs.
- On an as-needed basis, ADM(RS) may contact the L1 organization to seek additional clarification.
- All MAPs that have not been closed will continue to be part of the follow-up process.
- ADM(RS) validation results are shared with L1s and tabled at the Departmental Audit Committee (DAC). Non-classified and classified MAPs are tabled in separate reports.
- Overdue MAPs will be highlighted and when required, L1s may be invited to attend the DAC meeting to explain the implementation delays of their MAPs.
Annex B – MAP Implementation Rating Scale
| Level 1 – No progress or insignificant progress | Actions such as striking a new committee, having meetings and generating informal plans should be regarded as insignificant progress. |
|---|---|
| Level 2 – Planning stage | If formal plans for organizational changes have been created and approved by the appropriate level of management (at a sufficiently senior level, usually executive committee level or equivalent) with appropriate resources and a reasonable timetable, the entity has achieved the planning stage. |
| Level 3 – Preparation for implementation | If the entity has made preparations for addressing the recommendation by hiring or training staff, or developing or acquiring the necessary resources to implement the MAP, regard this as having achieved preparation for implementation. |
| Level 4 – Substantial implementation | If the structures and processes are in place and integrated within at least some parts of the organization, and some achieved results have been identified, this should be seen as substantial implementation. The entity will probably also have a short–term plan and timetable for full implementation. |
| Level 5 – Full implementation | Rate the progress as full implementation if the structures and processes are operating as intended and are fully implemented. |
| Obsolete | Rate as obsolete if the recommendation is no longer applicable because the process or issue has become outdated as a result of having been superseded by something newer. |
| Superseded (Supplanted) | Rate as supplanted if action items are being overseen by another engagement, being monitored by an alternative independent oversight/monitoring mechanism or being consolidated as part of another broader MAP action item from different engagements that are similar in nature and addressed to one same L1 organization. |
Table 4 Summary
Annex C – Recommendations Rated by Theme
The recommendations and corresponding MAPs have been grouped by theme and show implementation levels per the following scale:
- Level 5 – Full Implementation
- Level 4 – Substantial Implementation
- Level 3 – Preparation for Implementation
Responsibility and Accountability |
|
|---|---|
ERA1* |
Acknowledge that inappropriate sexual conduct is a serious problem that exists in the CAF and undertake to address it. |
ERA3 |
Create an independent centre for accountability for sexual assault and harassment outside of the CAF with the responsibility for receiving reports of inappropriate sexual conduct, as well as prevention, coordination and monitoring of training, victim support, monitoring of accountability, research, and to act as a central authority for the collection of data. |
OAG1 |
Define and communicate the roles and responsibilities of the Strategic Response Team on Sexual Misconduct and the Sexual Misconduct Response Centre to improve efficiency and avoid duplication of effort. |
OAG6 |
Develop a performance measurement framework to measure, monitor and report on Operation HONOUR, and use it for continuous improvement. |
OAG7 |
Expand the use of external subject matter experts, in addition to using internal information sources and evidence, to ensure a wider variety of performance information, and to ensure an independent assessment of response to inappropriate sexual behaviour. |
Policies, Guidance and Culture |
|
ERA2 |
Establish a strategy to effect cultural change to eliminate the sexualized environment and to better integrate women, including by conducting a gender-based analysis of CAF policies. |
ERA5 |
With the participation of the centre for accountability for sexual assault and harassment:
|
OAG4 |
Establish clear guidance for members on the regulation to “report to the proper authority” in the context of inappropriate sexual behaviour. The guidance should clarify who is considered the “proper authority” under which circumstances. The goal should be to balance the need to protect the organization’s safety with the need to support victims by allowing them to disclose and seek support without the obligation to trigger a formal report and complaint process. |
ERA6 |
With the participation of the centre for accountability for sexual assault and harassment, develop a unified policy approach to address inappropriate sexual conduct and include as many aspects as possible of inappropriate sexual conduct in a single policy using plain language. |
Training and Education |
|
OAG5 |
Offer the Respect in the CAF Workshop to all members in a timely manner. Explore other victim-focused education and training options to ensure all members receive appropriate training that supports the goals of Operation HONOUR. |
ERA10 |
Assign to the centre for accountability for sexual assault and harassment, in coordination with other CAF subject matter experts, responsibility for the development of the training curriculum, and the primary responsibility for monitoring training on matters related to inappropriate sexual conduct. |
Victim Support and Process |
|
ERA9 |
Assign responsibility for providing, coordinating and monitoring victim support to the centre for accountability for sexual assault and harassment, including the responsibility for advocating on behalf of victims in the complaint and investigation processes. |
OAG2 |
Establish an integrated, national approach to victim support to ensure that it fully addresses the needs of any member who is affected by inappropriate sexual behaviour. The approach should ensure that members have access to a consistent level of service and specialized support regardless of where they are serving. |
OAG3 |
Introduce comprehensive and integrated victim case management services from the time the victim discloses an incident to the conclusion of the case; and Ensure that members, service providers and responsible officials have a clear understanding of what the complaint processes are, how they work, and what the possible outcomes are for both the victim and the alleged perpetrator. |
ERA4 |
Allow members to report incidents of sexual harassment and sexual assault to the centre for accountability for sexual assault and harassment or simply to request support services without the obligation to trigger a formal complaint process. |
ERA7 |
Simplify the harassment process by:
|
ERA8 |
Allow victims of sexual assault to request, with the support of the centre for accountability for sexual assault and harassment, transfer of the complaint to civilian authorities; provide information explaining the reasons when transfer is not effected. |
* External Review Authority (ERA) refers to Deschamps recommendations 28
Table 5 Summary
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