Core responsibility 3: Defence Team
In this section
- Description
- Progress on results
- Key risks
- Resources required to achieve results
- Related government-wide priorities
- Program inventory
Description
Recruit, develop and support an agile and diverse Defence Team within a healthy workplace free from harmful behaviour; support military families; and meet the needs of all retiring military personnel, including the ill and injured.Strengthen Canadian communities by investing in youth.
Progress on results
This section presents details on how the department performed to achieve results and meet targets for Defence Team. Details are presented by departmental result.
Indicator |
Target |
Date to achieve |
2021-22 result |
2022-23 result |
2023-24 result |
---|---|---|---|---|---|
% of the Regular Force Establishment that is filled |
Between 95% and 100% |
March 2026 |
91.6% |
88.7% |
89.1%Footnote 2 |
% of Reserve Force positions that are filled |
At least 95% |
March 2026 |
76% |
75.18% |
77.58%Footnote 3 |
% of occupations with critical shortfalls |
Less than 5% |
March 2024 |
61.7% |
70% |
72.9%Footnote 4 |
Indicator |
Target |
Date to achieve |
2021-22 result |
2022-23 result |
2023-24 result |
---|---|---|---|---|---|
% of military personnel who are medically fit for their occupation |
At least 90% |
March 2024 |
87.1% |
91.8% |
90% |
% of military personnel who feel that the Canadian Armed Forces provides a reasonable quality of life for service members and their families |
At least 85% |
March 2024 |
34.4% |
43.2% |
30.40%Footnote 5 |
% of Canadian Armed Forces members who feel positive about their job |
At least 85% |
March 2024 |
62.5% |
60.9% |
57.70%Footnote 6 |
% of civilian employees who describe the workplace as psychologically healthy |
At least 80% |
March 2024 |
N/A |
65% |
No result available |
Indicator |
Target |
Date to achieve |
2021-22 result |
2022-23 result |
2023-24 result |
---|---|---|---|---|---|
% of the Canadian Armed Forces (CAF) that self-identify as a woman |
At least 25.1% |
March 2026 |
16.3% |
16.5% |
16.5%Footnote 7 |
% of civilians in the Defence Team who self-identify as a woman |
At least 44% |
March 2024 |
41.5% |
42.4% |
43%Footnote 8 |
% of the CAF who self-identify as a visible minority |
At least 11.8% |
March 2026 |
10.1% |
11.1% |
12.2% |
% of civilians in the Defence Team who self-identify as a member of a visible minority |
At least 13.5% |
March 2024 |
9.6% |
10.7% |
11%Footnote 8 |
% of the Canadian Armed Forces (CAF) who self-identify as an Indigenous person |
At least 3.5% |
March 2026 |
2.7% |
2.9% |
|
% of civilians in the Defence Team who self-identify as an Indigenous person |
At least 4.2% |
March 2024 |
3.2% |
3.3% |
|
% of the Canadian Armed Forces (CAF) who self-identify as victims of harassment |
At most 11.9% |
March 2024 |
20.8% |
24% |
22.0%Footnote 9 |
% of civilians who self-identify as victims of harassment |
At most 10% |
March 2026 |
N/A |
14% |
No results availableFootnote 10 |
% of the CAF who self-identify as victims of discrimination |
At most 9.2% |
March 2024 |
14.8% |
15.7% |
16%Footnote 9 |
% of civilians who self-identify as victims of discrimination |
At most 5% |
March 2026 |
N/A |
8% |
No results availableFootnote 10 |
Annual number of reported incidents of sexual misconduct in the Canadian Armed Forces |
To be determined |
To be determined |
444 |
443 |
397 |
% of CAF members who agree that culture in the CAF surrounding sexual misconduct has improved in the last 12 months |
To be determined |
To be determined |
- |
- |
51.8% |
% of CAF members who agree that the CAF currently reinforces a culture of mutual respect, trust, honour and dignity |
To be determined |
To be determined |
- |
70% |
62.2% |
Number of Defence Team members who have attended the Respect in the CAF workshop |
To be determined |
To be determined |
650 |
2164 |
2241 |
% of civilians in the Defence Team who have completed mandatory harassment training |
100% |
March 2026 |
78.6% |
74% |
54.50%Footnote 11 |
Annual number of reported incidents of a sexual nature within the Defence Team civilian personnel |
To be determined |
To be determined |
24 |
16 |
15 |
Indicator |
Target |
Date to achieve |
2021-22 result |
2022-23 result |
2023-24 result |
---|---|---|---|---|---|
% of Canadian Armed Forces families who feel they meet the challenges of military life |
At least 85% |
March 2024 |
N/A |
81.7% |
81.70%Footnote 12 |
% of Canadian Armed Forces members who are satisfied with the overall support their family receives from the Canadian Armed Forces |
At least 85% |
March 2024 |
58.5% |
64.3% |
57.70%Footnote 13 |
Indicator |
Target |
Date to achieve |
2021-22 result |
2022-23 result |
2023-24 result |
---|---|---|---|---|---|
% of the target Canadian youth population that participates in Cadets and Junior Canadian Rangers |
At least 2% |
March 2024 |
1.73% |
1.58% |
1.71%Footnote 14 |
% of Canadian communities with a Cadet Corps / Squadron, or Junior Canadian Ranger Patrol |
At least 70% |
March 2024 |
N/A |
77.61% |
77.45% |
Additional information on the detailed results and performance information for the Department of National Defence and the Canadian Armed Forces' program inventory is available on GC InfoBase.
Details on results
The following section describes the results for Defence Team in FY 2023–24 compared with the planned results set out in the Department of National Defence and the Canadian Armed Forces' departmental plan for the year.
Canadian Armed Forces is growing towards its end state of 101,500 personnel
The Canadian Armed Forces (CAF) has focused on building back to its authorized force size of 71 500 Regular Force and 30 000 Primary Reserve Force members (out to 2032) and lay the foundations for future growth. The CAF have been changing recruiting processes and policies to ensure the system is flexible, digitalized, integrated, and responsive. Although recruiting has recently been challenging, the CAF saw positive personnel numbers in fiscal year (FY) 2023-24 for the first time since FY 2019-20, having enrolled 4,301 members into the Regular Force. Advances in recruitment achieved during FY 2023-24 included:
- Creation of additional Captain (Navy)/Colonel positions in specified support and specialist occupations, which will provide more pathways to the General Officer and Flag Officer ranks for women;
- Conceptualized, developed, implemented and modernized the CAF recruiting systems and procedures. A three-phase approach (1.0 Immediate intervention, 2.0 Modernization and 3.0 Transformation) was established to address the CAF's associated aging information technology systems;
- Designed an online Applicant Portal 1.0 focused on a human-centric work approach to address multiple reports and recommendations on recruiting. Concurrently, the Online Applicant Portal 2.0 solution began in October 2023;
- Collaborated with internal stakeholders to reduce time to enroll in the CAF, such as:
- Stood-up a medical working group to reassess how to consider enrolling applicants with low-risk employment limitations;
- Identified efficiencies in security clearance processing;
- Developed a new security screening policy for low-risk applicant files and information sharing opportunities with other government departments, including Immigration, Refugees and Citizenship Canada for applicants with foreign implications; and
- The deferral of aptitude testing for select occupations and applicants with university education to assess testing relevancy, content and method.
- Launched the "This is For You” awareness campaign to raise the level of CAF awareness among Canadian citizens and Permanent Residents. CAF Recruitment advertising was further complemented by targeted campaigns aimed at addressing key recruiting priorities such as Priority Occupations, Paid (for our most in demand occupations like Marine Technician, which is part of the Non-Commissioned Member Subsidized Training and Education Plan), Indigenous peoples, as well as marketing initiatives, and physical and virtual (websites, webinars, social media) attraction activities tailored to reach Canadian citizens and Permanent Residents nationwide;
- Continued to progress the development of performance measurement of virtual and in-person recruiting attraction events to better understand the return on investment; and
- The creation of a satellite Basic Military Qualification campus at Canadian Forces Base (CFB) Borden, Ontario, occurred in August 2023, which is staffed largely by Reserve Force members who had previously served as staff on basic training and supported by additional regular force staff, has the potential to generate up to an additional 480 candidates. Recruiting difficulties continued to impact the CAF's ability to maximize the number of candidates participating in each line of training. Consequently, courses ran at reduced platoon size or were cancelled.

Caption
Fiscal Year | Target | Enrolments |
2019-20 | 5892 | 5167 (Male: 4250 / Female: 917) |
2020-21* | 5120 | 2023 (Male: 1530 / Female: 493) |
2021-22 | 6229 | 4778 (Male: 4090 / Female: 688) |
2022-23 | 6445 | 3927 (Male: 3357 / Female: 570) |
2023-24 | 6768 | 4313 (Male: 3644 / Female: 669) |
*COVID restrictions impacted operations |
1st | Infanteer |
2nd | Financial Services Administrator |
3rd | Human Resources Administrator |
The Army Reserve achieved 93% of their target for recruit intake for FY 2023-24, compared to 87% the previous year. This increase was through a combination of initiatives that included increased armoury events, closer event coordination with the Military Personnel Generation Group and improved Reserve Recruiting processes including the realistic job preview. The Canadian Army (CA) has allocated the initial staffing resources to streamlining component transfers from the Army Reserve to the Regular Force and has reduced the average processing time to four to six months compared to over 10 months from previous years.
The CAF continued to grow the Cyber Forces by recruiting and enabling new Cyber Operators and supporting the employment of reservists with specialized skill sets. In FY 2023-24, the CAF met its intake goals. The CAF continued progress on its plan to establish a Cyber Officer occupation by 2025. The Cyber Mission Assurance Program (CMAP) office participated in various training activities hosted by the FVEYs nations as well as Public Safety, which significantly enhanced our collaboration and cooperation with key allied partners and other government departments.
The health and well-being of the Defence Team is well supported
The CAF continued to evolve its appraisal and promotion selection processes through several inter-related initiatives, which included:
- The implementation of the Performance and Competency Evaluation system, and Performance Appraisal Report (PAR) were a significant collective achievement with over 51,000 PARs completed. Average scores indicated a positive step towards recalibrating the CAF's appraisal process. Additionally, PAR was successfully incorporated into Regular Force National Selection Boards for promotion;
- Continued to progress several culture evolution initiatives related to National Selection Boards for promotion. Scoring criteria and lists of high-range positions were reviewed as an annual process using a Gender-based analysis plus lens to ensure that criteria do not disadvantage the intersections of diverse groups of women, men and non-binary people. Additionally, board members underwent bias awareness training, and each board comprised of at least one voting member from an equity-seeking CAF group; and
- Continued to leverage psychometric assessments and 360-degree evaluations to support promotions to and within the General Officer/Flag Officer cadre. All candidates promoted to and within this cadre conducted a confirmatory multi-rater (e.g. 360) assessment.
Additionally, DND/CAF achieved the following in FY 2023-24:
- Restorative Services: As part of GBA Plus commitments for FY 2023-24, restorative practitioners completed Trauma-Informed learning methods and Vicarious Trauma and Peacemaking Advanced Circle training to support members in a trauma-informed manner. This ensured that the restorative service program was designed to meet the needs and realities of all individuals regardless of gender and to identify potential gaps and biases. Policies have been reviewed and updated to incorporate a GBA Plus lens. The Defence Team Coaching Program (DTCP) included additional resources for coaches and clients, a psychological safety document and right fit survey. The DTCP met monthly to discuss challenges and Key Performance Indicator themes. DTCP also offered group and individual supervisors for coaches needing support;
- Continued review of the policy instruments related to the Universality of Service with the goal of publication of a renewed principle in April 2025 that focuses on updating a set of clearly defined and measurable minimum occupational statements and work conditions that support operations;
- Completed onboarding of all Regular Force Administrators for the CAF Release Administration application, whereas 55% of Primary Reserve Force Administrators were onboarded. The onboarding process will be completed in summer 2025. This will make the release process more transparent, faster, and reduce errors and streamline audits after release;
- Continued the review and development of DND Living Accommodations regulations, policies and instructions;
- Achieved steady state for the Defence Team Total Health and Wellness;
- Executed the Canadian Forces Health Services (CFHS) ongoing mission to provide high-quality in-garrison and deployed health care to the CAF population. DND provided comprehensive domestic and deployed health care and health advice, including force production and force generation for medical teams to enable domestic and expeditionary operations;
- Delieverd the synthesis report on the Summative Evaluation of the CFHS Response to the COVID-19 pandemic was delivered to the CFHS Surgeon General which:
- Achieved Operation LASER objectives, including CAF operational effectiveness, healthcare for members, support for the government, and successful delivery on its mandate throughout all phases of the COVID-19 pandemic;
- Compiled comprehensive evaluations of the strategies, operations and overall effectiveness of the CFHS during the COVID-19 pandemic, offering critical insights for future health crises management; and
- Aligned all 22 recommendations of the evaluation report were aligned with the CFHS Health Services Modernization Campaign Plan to enhance preparedness for future infectious disease pandemics.
- Determined the efficiency of mental health care delivery to CAF members through the development of various performance measurements released quarterly and compared to benchmarks. The Treatment Standardization Committee made evidenced-informed recommendations to the Surgeon General on matters pertaining to mental health treatment and interventions within the CAF;
- Developed lessons learned products through evaluation, which contributed to the global health and North Atlantic Treaty Organization (NATO) Ally health policies and doctrines, including:
- A summary of the CAF response to the COVID-19 pandemic was developed for King's College London. The study was titled "Assessing the Responses of the Armed Forces of NATO Member States to the COVID-19 pandemic."; and
- The abstract for "The Canadian Forces Health Services Response to the COVID-19 pandemic: Lessons Learned via Evaluation", was written and submitted for publication in the NATO Military Medicine Magazine. This abstract highlighted key findings and insights from the Canadian military's handling of the COVID-19 pandemic.
- Successfully launched the CAF Fitness Virtual program in July 2023, which successfully engaged CAF members with tailored virtual fitness training, addressing unique CAF physical fitness requirements at low-cost and convenient accessibility. Since its launch, the program has seen remarkable growth across digital platforms, with over 1,500 YouTube subscribers, 1,500 combined followers on Facebook and Instagram, and impressive average growth rates exceeding 200% in less than one year. The program's impactful areas of focus include delivering live and pre-recorded fitness sessions weekly on social media, supporting pre-basic military training, hosting special guest workouts with notable military figures, launching targeted fitness campaigns, and participation in key events fostering fitness and wellness among CAF members;
- Canadian Special Operations Forces Command (CANSOFCOM) continued to implement the Optimizing Performance Force and Family Program (OPF2). The program has a robust performance measurement framework by which measures of effectiveness and return on investment are used to assess and steer the program on a yearly basis. In addition, dedicated Special Operations Forces Military Family Services (SOF MFS) continued to support the unique needs of CANSOFCOM families. SOF MFS provided support to CANSOFCOM families across three pillars: Mental Health, Absence/Deployment Support and Community Integration. SOF MFS held regular Military Family Advisory Committees to ensure communications, feedback and alignment with both OPF2 and CFMWS MFS strategies;
- Established the Digital Transition Centre providing transitioning members access to information and services required to prepare and manage their transition plan and activities, and connecting members to CAF and Veterans Affairs Canada (VAC) case management services to offer a seamless transition;
- Established Military Transition Engagements and Partnerships to consolidate, mobilize and leverage the complex eco-system of internal and external military transition-related organizations that exists within Canada, creating a structured military Trusted Support Network, and a National Resource Directory with the intent to maximize support to transitioning CAF members and their families across all Domains of Well-Being applicable to military transition;
- The Soldier On team, comprising 31 competitors (including 12 serving members and 19 Veterans), along with 20 staff and 90 friends and family, participated in all 10 sports offered, achieving notable success and inspiring many. This event underscored Canada's enduring commitment to honouring and supporting those who have served their country with courage and dedication;
- Continued to deliver a variety of in-person and virtual services through CAF connection, which addresses CAF members' mental, social, physical, and financial wellness. Military families had access to 32 Military Family Resource Centres (MFRC) across Canada and worldwide, as well as the virtual MFRC that provides relocation, deployment, psychosocial, counselling, educational and employment support programs, telemedicine, respite care, second language training, and access to emergency services and grants;
- Made significant strides in enhancing fitness initiatives tailored specifically for women, including those in pregnancy/postnatal and menopause stages. The Prenatal and Postpartum Program was piloted in seven bases and wings. Staffing rates were at 89% of National support staff and 100% of field staff to support research, development, delivery, and evaluation of these programs; and
- Completed the rollout of military-to-civilian transition services at bases and wings across Canada, bringing Operation TRANSITION to full operational capability with the CAF Transition Group, its nine Transition Units and its 27 Transition Centres as the focal point for all transition policies and processes, as well as the nexus for the integration of all programs and services supporting transition.

Caption
Led by the Soldier On Team Canada, the spirit of resilience and solidarity was showcased at the Invictus Games 2023 in Dusseldorf, Germany.
Grant Program: The Sexual Misconduct Support and Resource Centre (SMSRC) continued to administer the Community Support for Sexual Misconduct Survivors Grant Program, and launched a second call for applications in Fall 2023.
The Defence Team made an important step in addressing Arbour Report recommendation 14 by launching an initial phase of the Independent Legal Assistance Program in May 2023. Reimbursements for eligible legal expenses were provided while the SMSRC continued to develop the long-term program model. Initial consultations with victims/survivors took place to help guide the ongoing development of the program.
The Survey on Sexual Misconduct in the Canadian Armed Forces 2022: The results report was released by Statistics Canada on 5 December 2023. The Department began work on findings, interpretation activities and additional analyses to help inform policies and training to promote culture change and support services for individuals affected by sexual misconduct.
Operation DISTINCTION is the CAF's support to GoC-led military commemorative events. Events are held throughout Canada and in key international locations to complement and enhance GoC and VAC national commemoration objectives. In FY 2023-24, Operation DISTINCTION commemorated the 70th Anniversary of the Korean War Armistice and the 25th Anniversary of the Swiss Air Flight 111 tragedy. This operation also managed the National Senty Program from 3 April to November 2023. The Remembrance Day Sentry Program marked 25 years and was expanded to include 21 participants. However, DND/CAF support to ceremonies and commemorative events were scaled back due to competing CAF requirements amidst personnel and resourcing limitations as part of prioritization efforts for CAF Reconstitution.
A strong Defence Team is one where its members feel safe, supported, and accepted. The Department's continued efforts focused on addressing and preventing all forms of systemic misconduct and supporting those who have been harmed.
DND/CAF developed a Comprehensive Implementation Plan to prioritize and sequence work across the Defence Team to ensure a shared vision and coordinated efforts. This plan was developed following the recommendations from four key external review reports. It also includes major policy initiatives that will have a direct impact on the lives of CAF members and their families, such as improvements to the CAF complaints and grievance processes, expansion of CAF support services to affected persons, victims of non-sexual misconduct, and continued efforts to address key systemic employment barriers.
The four key external review reports include:
- The Independent External Comprehensive Review (IECR), which primarily focuses on the issue of sexual misconduct;
- The Third Independent Review of the National Defence Act, which includes recommendations to modernize the military justice system;
- The Minister's Advisory Panel on Systemic Racism and Discrimination Report, which is strongly aligned with GoC priorities; and
- The National Apology Advisory Committee Report, which was developed to provide recommendations for making the GoC's historic apology to the descendants of the No. 2 Construction Battalion meaningful.
The Defence Team took action to eliminate racism, discrimination, harmful biases, and stereotyping through the use of educational tools, like the Anti-racism toolkit, and continuous consultations with the Defence Advisory Groups (DAGs) to better understand their lived experiences and to inform anti-racism efforts across the department. There is a designated DAG for each of the four identified groups in the Employment Equity Act (women, Indigenous people, persons with disabilities, and visible minorities). Additionally in FY 2023-24, DND/CAF established a 5th DAG to represent Two-Spirit, Lesbian, Gay, Bi-Sexual, Transgender, Queer/Questioning and Intersex (2SLGBTQI+) members.
Key initiatives in FY 2023-24 included:
- Creating targeted opportunities for Indigenous employees;
- Starting a sponsorship program for equity seeking employees;
- Planning and execution of the Clerk's Call to Action Forward Direction, which included hiring and promotion goals as part of the proposed 2024-27 DND Employment Equity and Diversity (EEDI) Plan for public service employees; the sponsorship of Indigenous peoples, Black and other racialized employees by the Deputy Minister and senior executive team; the creation of three executive positions as part of DND's Executive Development Program (EXDP) for equity-seeking groups; and the appointment of an EEDI senior officer;
- Reviewing the Victim Liaison Officer (VLO) Program providing victims with the option to request a VLO to assist them by explaining the administration of offences and how they are dealt with and tried under the code of service discipline;
- Enhancing the awareness program with the advancement of professional development tools, including 92 professional conduct scenario-based discussions on ethics, sexual misconduct, hateful conduct, harassment, abuse of power, discrimination, racism, employment equity and GBA Plus, was published online January 2024;
- Improving the delivery of training and education products; A Culture Evolution Coordinator course was developed to prepare the coordinator to assess their current workplace culture, and to provide them with the resources and knowledge on key culture evolution topics required to develop a culture evolution plan specific to the needs of their organization. Character Development was also incorporated into the Professional Conduct and Culture Training and Education Framework in 2023 to compliment and strengthen training and education tools and products; and
- Providing an Inclusive Leadership Workshop for 164 Executives of the Department.
The Defence Team continued to promote a healthy and inclusive culture in FY 2023-24 with the domain of character development. This was added to the Professional Conduct and Culture Training and Education Framework in 2023. The Framework describes the expected requirements and competencies for Non-Commissioned Members and Officers at each Developmental Period (one to five), building on their previous experience and knowledge levels as they assume roles of increased responsibility throughout their careers.
As part of the IECR, the Canadian Military Colleges Review Board (CMCRB) was empaneled on 6 December 2024, by the Minister of National Defence (MND) to address recommendation 28 and 29 of the review. The CMCRB is comprised of five external education and culture experts, and two internal DND/CAF members.
The CMCRB will submit the final report by January 2025, addressing its mandate to:
- Review the benefits, costs and advantages to both to the CAF, by continuing to offer the Regular Officer Training Plan to naval/officer cadets at the Canadian Military Colleges (CMCs);
- Assess the comparative quality of education, socialization and military leadership training in the CMCs' environments;
- Evaluate the potential of different models for delivering university-level education and military leadership training to naval/officer cadets;
- Assess whether the Cadet Wing responsibility and authority command structure should remain in place, be modified or discontinued as a leadership development practice; and
- Recommend whether the CMCs should continue in their current or an altered capacity as undergraduate degree-granting institutions.
Additionally, the MND released the first and second External Monitor biannual status reports in May and November 2023. These reports focused on the implementation of recommendations made by former Supreme Court Justice Louise Arbour in the IECR report and recommended that the CAF establish progressive targets for the promotion of women to levels beyond their current representation in the CAF workforce.
During FY 2023-24, the Office of the Judge Advocate General (OJAG) consulted and provided support following changes to the military justice system by the implementation of former Bill C-77 and for the tabling of Bill C-66. This enduring effort to enhance the performance of the military justice system is aimed at responding to the needs and expectations of the CAF and Canadians.
Initiatives completed during FY 2023-24 include:

Caption
The Department provided over 300 awareness briefings and presentations and over 100 training events, reaching approximately 18 500 Defence Team members.
- Stakeholder engagement in support of amendments to military justice regulations to improve clarity and reduce ambiguity in interpretation; and
- Support of other DND/CAF stakeholders in advancing military justice related initiatives through the provision of legal services.
The OJAG provided legal services to advance Defence Team efforts to implement recommendations from independent and external reviews pertaining to the military justice system. Bill C-66 would introduce changes to the National Defence Act, aimed at modernizing the military justice system, by responding to a number of recommendations made by two former justices of the Supreme Court of Canada (the Honourable Louise Arbour and the Honourable Morris J. Fish), thereby rebuilding trust and confidence in the institution.
More specifically, the legislation would address Recommendation 5, made by former Justice Arbour. In response, the legislation would remove jurisdiction from the CAF to investigate and prosecute Criminal Code sexual offences committed in Canada. With this change, civilian authorities would have exclusive jurisdiction for investigating and prosecuting these offences.
Other amendments in this legislation seek to address eight recommendations (2, 7, 8, 10, 13, 14, 15, 16) from the report of former Justice Fish, which, among other things, would modify the process for the appointment of key military justice authorities. In addition, the amendments would build on support to victims, and ensure that the military justice system remains aligned with the Criminal Code of Canada, and the civilian justice system.
In February 2024, a new digital grievance submission form was introduced to reduce delays and standardise processes. The digital form has reduced barriers and streamlines procedures for CAF members submitting complaints. To increase accessibility, the digital form also allows members without access to a work computer to file a grievance from a personal device. In addition, the Department:
- Developed an end-to-end, comprehensive complaints process for all Defence Team members across all major complaint and grievance processes (sexual misconduct, harassment, hateful conduct, grievances), beginning with the initial consideration by individuals to submit a complaint, through to final resolution;
- Enhanced transparency and simplicity of the complaints process, by conducting approximately 1,000 conflict and complaint management consultations, and by responding to approximately 1,000 requests for information (RFI)'s on conflict and complaint management;
- Streamlined processes and improved data integrity for better case tracking by the Integrated Complaint Registration and Tracking System Working Group; and
- Promoted the complaints process and available resources leading to greater awareness of these services amongst DND/CAF members.
DND/CAF are committed to providing the Defence Team members with a safe and inclusive workplace and have taken deliberate and coordinated actions at all levels of the organization to eliminate racism, discrimination, biases, harmful stereotypes and systemic barriers to implement meaningful and sustainable change across the department.
During FY 2023-24, the Workplace Harassment and Violence Prevention (WHVP) program continued work through its three lines of intervention:
- Prevention: The Department provided over 300 awareness briefings and presentations and over 100 training events, reaching approximately 18,500 Defence Team members. The WHVP Assessment is being reviewed to incorporate the psychosocial risk factors, to allow for a more wholesome view of DND/CAF workplaces. This is achieved by identifying root causes of harassment and violence and providing a unified tool for health and safety committees to conduct assessments. 31 WHVP assessments were reviewed following a WHVP resolution process. As part of the GBA Plus commitment specific to discrimination, the WHVP program took the following actions:
- Conducted an initial review of its existing services, tools, and templates to ensure a trauma-informed approach when managing cases of discrimination;
- Continued expansion of its GBA Plus network by creating partnerships with various stakeholders and advice to further the GBA Plus lens;
- Continued tailored trainings for the WHVP team members with respect to the diverse clientele the program serves;
- Developed a data dashboard that allows future GBA Plus data collection to support identification of recommendations and solutions that address discrimination; and
- Developed a disaggregated GBA Plus tool tracker to ensure program design, initiatives and services are aligned with the GBA Plus framework.
- Respond: The Designated Recipient Unit received a total of 210 Notices of Occurrences (harassment and violence complaints). Of these complaints, 34 were related to discrimination. To better support principal parties coming forward, the Designated Recipient Unit completed 30 professional development training and awareness activities, including "Managing Microaggressions" and "Discussions on Racial Discrimination" with the Director of Anti Racism Implementation; and
- Healing: The WHVP program focuses on the negotiated resolution step to reduce the risks of harassment and violence within the workplace. Of the 94 closed cases, 58 were resolved by negotiated resolution between the employer and employee (over 60%).
The Defence Team is committed to making the hybrid workplace a regular and effective way of working by providing direct assistance, guidance and feedback to managers on work agreements as per the Directive on Hybrid Work. To promote an operationally balanced and people-informed approach in a hybrid environment, the human resources team provided monthly reports to managers to increase compliance and identify invalid agreements.
The Defence Team reflects the values and diversity of Canadian society
DND continued to build a Defence Team made up of a diverse and inclusive public service by hiring more students from different backgrounds and locations. The Department also completed the national expansion of the Office of Disability Management to provide support services for disability-related matters due to illness, impairment and injury, and to improve the Employee Assistance Program to bolster mental health and well-being services for public service employees and their families. Workforce initiatives included the Accessibility Passport, which helps public service employees get the tools and\support to succeed in the workplace.
The Defence Team continues to improve access to low-cost, online second language testing for reading and writing, that is available to all public service employees from any device or computer. This improvement has significantly increased access to testing for career development opportunities.
DND/CAF continued to advance culture evolution efforts to build a more inclusive workplace where all members of the Defence Team have a sense of belonging and feel empowered to contribute fully to the mandate. In FY 2023-24, the Department launched the Culture Evolution Strategy designed to support culture evolution across the Defence Team by unifying efforts that are already underway and establishing principles and targets for all organizations reporting directly to the Deputy Minister and/or the Chief of the Defence Staff.
The Culture Evolution Strategy focuses on four major cultural themes:
- Leadership;
- Teamwork;
- Identity; and
- Service.
The Department refreshed the strategy for civilian diversity and inclusion through the FY 2023-24 interim Civilian Diversity and Inclusion Action Plan to address areas of focus in employment equity, such as:
- Increasing representation of designated employment equity groups at the management level;
- Improving recruitment, retention and promotion of persons with disabilities; and
- Preparing for the launch of the Treasury Board of Canada Secretariat'a new self-identification platform.
Harassment and discrimination prevention activities related to appropriate conflict and complaint management practices (awareness, outreach and training) continued in FY 2023-24. Complaints were addressed in a timely manner through the work of 16 Conflict and Complaint Management Services offices across the country. These offices provided approximately 1,000 consultations with approximately 20% (200) specific to harassment.
The WHVP program provided more than 76 presentations on harassment and violence prevention, empathetic listening to DND/CAF members, and responded to more than 472 RFIs and consultations about the program. Work continued through a GBA Plus commitment to better serve principal parties in bringing forward discrimination complaints.
Restorative Services also facilitated 68 files and 72 inquiries on all types of harm, including racism, discrimination, and harassment. Application of a GBA Plus lens, which included process and communications to achieve restoration for everything involved in all phases of their files (introduction/intake, preparation and process), allowed participants within the file to receive barrier-free access to the services and their assessment.
During FY 2023-24, DND/CAF worked to deliver on a variety of culture change initiatives, including:
- The Positive Space Ambassador course provided in-person and virtual training to Defence Team members wishing to volunteer as Positive Space Ambassadors. Ambassadors offer peer-to-peer assistance for all members of the Defence Team, inclusive of 2SLGBTQI+ and non-2SLGBTQI+ community members; and
- Development of an implementation plan was initiated as per the action items identified in the LGBT Purge Class Action Settlement. Working group sessions were held with Defence Team members.
The Defence Team Accessibility Office was established in July 2023 within Chief Professional Conduct and Culture, as the responsible team for the implementation of the Accessible Canada Act. Under the Accessibility Program, the Defence Team:
- Delivered its first Accessibility Plan Progress Report to Canadians;
- Launched the first iteration of the annual Defence Team Accessibility Survey, which captured barriers to accessibility at DND/CAF; and
- Established an Accessibility Working Group to support a Defence Team approach to barrier identification, removal and prevention.
Through the ongoing implementation of the CAF Employment Equity Plan 2021-26, the CAF continued to make strides to achieve employment equity across all levels of the organization, with the following accomplishments for FY 2023-24:
- The Canadian Forces Recruiting Group advanced the CAF Recruitment and Awareness Campaign across Canada. The Campaign consisted of a multi-pronged approach to develop awareness of the CAF, and to encourage Canadians to consider the CAF as a career of choice;

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The CAF Imagery contest is all about celebrating the beauty found within our military communities - whether it's a family gathering or scenic vacation, sports tournament victory celebration or the beauty in your backyard -- anything goes as long as it’s capturing Military Community Life, Military Operations or Canadian Pride.
Photo: Cpl Bastien Beaucage, Canadian Armed Forces
- The CAF continued to offer several Indigenous training programs to provide Indigenous peoples with a unique opportunity to explore a possible career in the CAF and the opportunity to gain work experience;
- The Canadian Forces Health Services Group continued to implement the Women's and Diversity Health Care initiative to implement several CAF programs to optimize women's performance, health, wellness and safety;
- Employment System Reviews and scientific research was conducted to better understand the challenges faced by designated groups within the CAF. Drawing from informed studies, the CAF remains well-situated to adjust policies and programs to remove remaining employment barriers faced by women, visible minorities, and Indigenous peoples;
- Canadian Forces Dress Instructions were updated to make the policy more inclusive and less prohibitive, by allowing CAF members greater freedom to make personal choices regarding their appearance while upholding the high standards of deportment and appearance that reflect well on the CAF;
- The Royal Canadian Chaplain Services added a Humanist Chaplain to its team to be more inclusive within the spiritual realm; and
- The Royal Canadian Chaplain Services Indigenous Advisor initiated a directive on how to interact with the hiring of Indigenous Elders.
The Department has applied changes made to the Public Service Employment Act (PSEA) with the goal of removing bias and barriers from the assessment process, helping candidates demonstrate their competencies, transferable skills, and experience from outside government and other countries recognized. In FY 2023-24, DND/CAF:
- Improved the training of selection board members and candidate assessments to promote EEDI by creating new candidate assessment forms and using an inventory of selection board members who represent diversity to help assess candidates during the recruitment process;
- Developed short-term hiring and promotion goals that enhance the diversity and representation of its public service workforce. These goals are part of the newly proposed 2024-2027 DND Employment Equity, Diversity and Inclusion Plan for the Public Service Workforce, which will be updated every year to enable workforce planning;
- Promoted inclusive hiring practices by removing barriers related to mobility, location and education. Staffing advisors ensured that the minimum education standard were used on job posters whenever possible, which significantly reduced educational barriers;
- Continued to support aspiring executives from equity-seeking groups through the EXDP, an initiative aimed at increasing the representation of racialized people, Black people, Indigenous peoples, persons with disabilities, and members of the 2SLGBTQI+ community. Five participants from diverse backgrounds graduated from the program and were appointed to various executive level 1 (EX-01) positions within the Department;
- Enhanced existing support to equity-seeking groups by creating development and retention opportunities through the launch of an internal, targeted selection process in spring 2024. The process targeted Indigenous employees and students with Defence, eligible veterans and CAF members, as well as continued support for candidates through the Indigenous Career Navigators Program;
- Published the 2023-24 interim Civilian Diversity and Inclusion Action Plan, to support the targeted recruitment of racialized employees. The plan provided training to members of the staffing community and hiring managers on inclusive practices to reduce barriers and biases, and promoted additional Canada School of Public Service and Public Service Commission training sessions to managers by reviewing hiring practices and creating a more inclusive and accessible workplace for marginalized communities: and
- Continued to develop and advance focused and GBA Plus-informed recruiting initiatives such as campaigns, events, priority processing for women, as well as special measures to ensure that all qualified applicants are selected. Female applicants represented 15.5% of the total CAF Regular Force enrollees, an increase of nearly 1% over the previous year. The RCN, CA, and the RCAF saw an increase of women enrollees of approximately 5% each to their specific occupations, a positive trend that likely resulted from focused on attraction and attention to ensure that women were represented and envisioned themselves in all CAF occupations.
Canadian Armed Forces Ethos: Trusted to Serve highlights the role of leaders at all levels in ensuring behaviour and conduct is in line with expectations of the CAF as a professional organization. The CA updated numerous training plans to better reflect what is expected and the consequences of not respecting professional standards. Developmental Period 1 level Training Plans (TP) for Infantry, Artillery, Engineer, Armoured, Signals, and Maintainer trades were updated. Additionally, the CA's Operations Course TP was also updated. 12 deployments of the Instructor Professional Growth Program were also conducted, qualifying 385 personnel, highlighting the role of instructors in ensuring new recruits live by the CAF Ethos from day one.
There was a total of 168 graduates from the Indigenous summer programs. These programs developed personal and professional skills that prepare candidates for successful futures. These initiatives reflect our ongoing commitment to supporting Indigenous success and strengthening community ties.
CANSOFCOM ensured alignment of its culture change initiative with the Defence Team Cultural Evolution Strategy (CES) and continued to participate in related working groups led by CPCC. The Command Culture Advisory Board held quarterly engagements with the Unit Cultural Advisory Teams to ensure open communication, strategic alignment and promote healthy dialogue.
During FY 2023-24, several discussions were held on anti-racism, particularly anti-Black and anti-Indigenous racism, by integrating anti-racist principles and practices into the workplace. These included a panel of senior leaders, including the Defence Team Champion for Visible Minorities hosted, and a candid discussion regarding their lived experiences. The Defence Team learned about the impacts of racial discrimination and had a meaningful dialogue during the question-and-answer session; and Professional conduct scenario-based learning vignette discussions focused on Anti-Racism were created, as part of the Culture Evolution Strategy implementation.
Military families are supported and resilient
During FY 2023-24, the Department supported the well-being and resilience of military families by:
- The Virtual Military Family Resource Centre continued to offer information, support, referrals, virtual counselling, and crisis management to the military community and their families;
- Conducted research, through the Military Family Services Childcare Primary Office, into the state of childcare access and requirements for military families and piloted several initiatives to assess efficacy of various childcare options to address the unique challenges of military life. These included:
- Access to, and grants for, emergency childcare spaces; and
- The development of online childcare resources for families, providers and educators.
- Finalized the Seamless Canada governance structure, alongside roles and responsibilities for all Seamless Canada Provincial/Territorial delegates and co-chairs in December 2023. Leveraging the newly approved governance structure, a workplan setting the foundation for Seamless Canada projects and priorities, to address specific concrete issues affecting the relocation of Military families.

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The Defence Team appointed 88 candidates from the Miliary Spouse Employment Initiative.
The Department expanded the Military Spouse Employment Initiative (MSEI) by focusing on candidate support, promotional/marketing activities and hiring events to increase the employment rate of military spouses. Further, the Department continues to review the MSEI eligibility criteria to include spouses who may have to relocate independently from CAF members, including surviving spouses of members whose death was attributable to service.
Youth in Canada are provided with experience & opportunities that enable a successful transition to adulthood
The Department continued to implement the Management Action Plan in response to the Evaluation of the Cadets and Junior Canadian Rangers Youth Program conducted in 2020 which included:
- Aligning program support provided by organizations within Defence, to ensure sufficient resources, capacity and expertise are in place to achieve program objectives;
- Reissued Commander Cadet and Junior Canadian Rangers Group's direction on Cadet Program Re-Scope, ensuring a current approach to realignment of resources, expected outcomes, and business planning;
- Implementing initial stages of a Performance Measurement Framework to support evidence-based decision-making for Corps/Squadron programs at the community level; and
- Continued to increase the Cadet and Junior Canadian Rangers outreach at the community level, assisting in youth's transition to adulthood.

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Did you know: The Canadian Rangers deliver the Junior Canadian Rangers program to over 150 isolated communities across Canada?
The Canadian Rangers deliver the Junior Canadian Rangers program. Junior Canadian Rangers community level activities are conducted regularly throughout the year based upon local needs focusing on life, ranger and traditional community determined skills. Each of the five Canadian Ranger Patrol Groups also planned and conducted an Enhanced Training Session over summer 2023 for more than 900 Junior Canadian Rangers, to further develop the skills and abilities taught at the community level over the summer. In addition to its own Enhanced Training Session, 1 CRPG hosted the National Leader Enhanced Training Session in Whitehorse, Yukon, to further develop the leadership abilities of promising Junior Canadian Rangers from across Canada. The CA has also undertaken an analysis of the Junior Canadian Rangers program to confirm its role, tasks, and responsibilities.
Key risks
Several risks can affect the Department's ability to achieve its Departmental Results, including:
Defence Team Conduct – There is a risk that failure to address misconduct, adopt an inclusive culture and provide a psychologically safe environment for current and future team members, will negatively impact operational readiness and effectiveness as well as public trust in the institution.
As the Defence Departmental Results Framework reflects a chain of delivery from conceiving of the required armed forces, to developing them and then executing operations, the activities to mitigate the risks to the Defence Team core responsibility can also be found in other core responsibilities which deliver building blocks that enable the results of the Defence Team.
Resources required to achieve results
Resource |
Planned |
Actual |
---|---|---|
Spending |
$3,814,885,600 |
$5,390,707,098 |
Full-time equivalents |
21,203 |
19,820 |
Complete financial and human resources information for the Department of National Defence and the Canadian Armed Forces' program inventory is available on GC InfoBase.
Related government-wide priorities
Gender-based analysis plus
In FY 2023-24, some key results included:
- Launch and implementation of a GBA Plus Enterprise Approach, the Defence Team's first-ever strategy to provide concrete direction, clear accountabilities, and organizational support, monitoring and evaluation for the effective implementation and embedding of GBA Plus within the workplace;
- Delivery of 104 sessions of CPCC's Positive Space Ambassador course offering peer-to-peer assistance to the Defence Team, including those who identify as 2SLGBTQI+;
- Delivery of the first DND Accessibility Plan Progress Report. An intersectional consultation was completed to ensure that accessibility-related barriers and commitments reflected the diverse experiences and needs of persons with disabilities. The consultation took place with all DAGs, representing all Employment Equity deserving groups (e.g. Women, Indigenous peoples, Racialized people, Persons with disabilities, and 2SLGBTQI+ people);
- The SMSRC provided expertise, guidance and content and served as the final reviewer on multiple initiatives and products, including surveys and other research initiatives, internal and external communications, social media, engagement and events, development of new and evolving programs and services including the Grant Program, Independent Legal Assistance, Restorative Engagement, Response and Support Coordination program, Peer Support Program and stakeholder engagement); and
- Chief of Military Personnel (CMP) continues to apply GBA Plus throughout its programs in the space of recruitment, Defence Team management, family support, and professional development. Disaggregated data and GBA Plus are applied to better understand the representation across the organization and on the enrollment and participation of candidates and students.
The department continues to engage with their Gender Advisors (GENADs) and various GFPs to support the integration and application of GBA Plus to ensure we understand the intersectional experiences of our members. Gender Advisors continue to build capacity across the organization. Additionally, GBA Plus is required to be documented and reviewed for all new or renewed policies seeking endorsement within CMP, to ensure accountability and transparency.
More information on GBA Plus can be found in the GBA Plus Supplementary Information Tables section of this report.
Indigenous Relations
The recruiting and processing of applicants for Indigenous Summer Programs, the CAF Indigenous Entry Program and the Indigenous Leadership Opportunity Year were supported, and self-identified Indigenous applicants represented 4.7% of total CAF Regular Force enrollees. An increase of 0.5% over the previous year. Outreach processing was conducted for communities not within the geographical boundaries of a recruiting centre. DND/CAF created four Primary Reserve positions to provide support to CRPG personnel, with the development of a strategic plan on how to train and support chaplains who are working with CRPGs and First Nation Communities.
Program inventory
Defence Team is supported by the following programs in the program inventory:
- Recruitment;
- Individual Training and Professional Military Education;
- Total Health Care;
- Defence Team Management;
- Military Transition;
- Military Member and Family Support;
- Military History and Heritage;
- Military Law Services/Military Justice Superintendence;
- Ombudsman; and
- Cadets and Junior Canadian Rangers (Youth Program).
Additional information related to the program inventory for Defence Team is available on the Results page on GC InfoBase.
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