Background Notes

• The Canadian Armed Forces serves Canada by defending its values, interests, and sovereignty at home and abroad.
• However, the Canadian Armed Forces is also experiencing a shortfall in personnel that has been exacerbated by the COVID-19 pandemic and Canada-wide labour shortages.
• That is why we are undertaking significant reconstitution efforts to make us a stronger and more effective organization.
• This means that we are focused on rebuilding the strength and number of our members, and the structures necessary to defend and protect Canadians.
• We want every Canadian to see service to Canada within the Canadian Armed Forces as a fist rate career choice, and we are prioritizing efforts that strengthen how we recruit, retain, and take care of our people.
• This includes modernizing our processes, as well as ensuring an environment where members can be their authentic selves; where they feel welcomed, valued, and safe.
• This past October, we released the Canadian Armed Forces Reconstitution Directive, which is a significant moment for the military as it outlines the immediate and long-term plan towards becoming a more modern and combat-ready force.
• The intent of the directive is to ensure the Canadian Armed Forces has the resources and personnel to deliver on its missions.
• This period of reconstitution and modernization is essential to ensure that the Canadian Armed Forces is optimized to meet current and future security needs both at home and abroad.

• Protecting the health and safety of Canadian Armed Forces personnel is critical to maintaining operational readiness.
• COVID-19 vaccine requirements are one of many public health measures within our broader layered risk mitigation strategy that we continue to assess.
• These measures have enabled us to carry out operations at home and abroad, including assisting in the Whole of Government pandemic response.
• Our members continue to show great leadership and commitment in the fight against COVID-19, as exemplified in their high vaccination rates.
• Going forward, the requirement to have the COVID-19 vaccine will be driven by operational necessity.
• It will be a requirement for employment in certain positions and on certain operations where warranted to maintain operational readiness.
• These requirements will focus on those high-readiness, deployable, or core missions or tasks where an illness would create risk to an individual and/or the mission.

If pressed on how many members released from the Canadian Armed Forces due to vaccine refusal:

• As of September 13, 2022, there have been 108 voluntary releases and 299 non-voluntary releases.

If pressed on re-enrolment possibilities for members who had previously released due to vaccine refusal:

• Canadian Armed Forces members who were released – voluntarily or involuntarily – have the ability to re-apply to the Canadian Armed Forces.
• As a matter of procedural fairness, all former members seeking re-enrolment in the Canadian Armed Forces will be treated and processed like any other re-enrolment applicant.
• We are making efforts to streamline applicant processing and reduce enrolment times, while maintaining a common and competitive enrolment standard.

• Support to victims and survivors is crucial to all of our efforts to modernize the military justice system.
• That is why we have made important changes to the military justice system, which have brought a new era of modernization, supporting broader culture change efforts within the military.
• Through Budget 2022, we dedicated $100. 5 million over six years, in part to fund other initiatives to modernize the military justice system.
• This includes our ongoing work to address the 107 recommendations from the independent review by Justice Fish, many of which support the continued modernization of the military justice system.
• We are analyzing Justice Fish’s recommendations and engaging with stakeholders to determine the best path forward for implementation.
• In March 2021, we also created the Victims and Survivors of Service Offences webpage, which serves as a consolidated source for information and offers links to resources for victims and survivors.
• In addition, the Declaration of Victims Rights came into force this past June, and established the role of a Victim’s Liaison Officer to assist survivors in accessing their rights.
• Prior to the coming into force, we carried out a significant consultation effort, including internal and external surveys for former Canadian Armed Forces members that helped shape the modernization of the military justice system.
• We also developed a military-wide online brief this past June, which promotes awareness of changes to the military justice system and appropriate actions when faced with an incident of misconduct as a victim, witness, or military justice actor.
• Further, all members of the Military Police take trauma informed training to ensure those who come forward feel safe, heard, and protected.

• National Defence recognizes the important work of the former Supreme Court Justices Fish and Deschamps, as we continue to build a safer and more inclusive work environment.
• We are working to address the 107 recommendations from the independent review by Justice Fish, and we are engaging with stakeholders to determine the best path forward for implementation.
• These recommendations are laying the groundwork to further modernize the military justice system, military policing, and grievance processes.
• For example, the Declaration of Victims Rights came into force in June of this year, and is now part of the military justice system.
• This past October, we also initiated an audit of the Military Grievance System, which will be followed by an action plan that will take into account Justice Fish's recommendations, among other reports.
• In addition, we have made progress in the implementation of Madame Deschamps' recommendations, such as standing up the Sexual Misconduct Response Centre (SMRC) in 2015, and establishing new policies.
• For instance, the Chief Professional Conduct and Culture (CPCC) organization is currently developing an updated strategy to address all forms of systemic misconduct, including sexual misconduct.
• However, we know that there is more work to be done, and we are committed to continuing to advance culture change across the organization.
• We are also considering how to align recommendations from other external reviews – including former Supreme Court Justice Arbour's report – with the recommendations made by Justices Fish and Deschamps.

• There is no place on the Defence Team for hateful conduct, racism, or discrimination.
• That is why we are taking concrete action across the Defence Team to root out harmful behaviour that is incompatible with our ethics and values, and undermines the organization's operational effectiveness.
• This includes our updated CAF Ethos: Trusted to Serve, which was released this past June to expand and outline ethical principles, military values, and professional expectations for members.
• The Commanders of the Royal Canadian Navy, Canadian Army and Royal Canadian Air Force have also issued specific orders that provide direction on how to prevent, detect, and respond to hateful conduct within the ranks.
• In addition, we have stood up a dedicated group under the Canadian Forces National Investigation Service to investigate cases related to hateful conduct and extremism.
• National Defence has also developed a tracking system to ensure the Defence Team has the capability to identify and track any reported alleged incidents.
• We remain committed to creating a workplace that is free of hateful conduct, racism, and discrimination so that all members of the Defence Team feel safe, protected, and respected.

If Pressed on Anti-Racism Secretariat and Advisory Panel:

• We created the Anti-Racism Secretariat to support National Defence Leadership in their efforts to address systemic racism and discrimination.
• This Secretariat also supports the Minister's Advisory Panel on Systemic Racism and Discrimination through identifying and proposing solutions to systemic barriers, and promoting culture change.
• The final report of the Minister's Advisory Panel was published online on April 25, 2022.
• National Defence is reviewing the issues raised by the Advisory Panel on Systemic Racism and Discrimination, and is developing an implementation plan to respond to its recommendations.
• Many of the Advisory Panel's recommendations are currently being implemented, while others will take more time due to their scope, their complexity and the requirement to collaborate with external partners.

• We recognize that women in the Canadian Armed Forces have unique health needs and that tailored resources and services must be available to support their health and well-being.
• That is why Budget 2022 recently announced $144.3 million over five years, and $31.6 million ongoing, to expand the Canadian Armed Forces' health services and physical fitness programs to be more responsive to women and gender-diverse members.
• We are also taking concrete steps to make our health resources and services more inclusive for women right now.

Examples of Health Resources and Services

• Women members often face challenges related to accessible and private spaces to pump breast milk.
• For this reason, we are making private lactation spaces available for members who wish to pump or nurse while on duty.
• Additionally, to ensure that pregnant members have uniforms in which they can comfortably and safely perform their duties, we have implemented a new reimbursement program for maternity and nursing uniform shirts.
• New types of compassionate leave also enable members to take leave for situations of pregnancy or adoption loss, as well as family violence.
• We are committed to continue working with our women members to identify the gaps and needs in our current health care system, and take action to address them.

If Pressed on Total Health and Wellness Strategy:

• In keeping with these important initiatives, the Total Health and Wellness Strategy, released on March 4, 2022, includes a Women's Health Framework.
• The Women's Health initiative will enhance access to care and services and helps educate all Canadian Armed Forces members on women's health care in the military context.
• This includes ensuring operational planning takes into consideration the health needs of women while on deployment.

• National Defence offers a wide range of programs and services to meet the needs of CAF members, including in-house mental health clinics and referral options to over 4,000 mental health care providers.
• This includes dedicated specialist mental health professionals at 31 of 37 Canadian Armed Forces Health Services Centres, a 24/7 phone referral service for access to counselling, and peer support for those coping with operational stress.
• The Canadian Armed Forces Chaplain Service also provides personal support and can refer members to social workers, psychologists, or other medical services.
• The Road to Mental Readiness Program has also expanded programming for specific high risk occupations such as search and rescue technicians and health services personnel.
• National Defence public service employees and their family members have 24/7 access to the Employee Assistance Program.
• This includes short-term counselling services, as well as access to a peer support network trained in suicide intervention and other life-saving skills.
• We are committed to ensuring our military personnel and public service employees have access to the robust, high quality mental health care and services they need and deserve.

If pressed on suicide prevention:

• We recognize the lasting and tragic effect that the loss of a military member to suicide has on their families, friends, colleagues, and the entire Defence Team.
• The Canadian Armed Forces Suicide Prevention Action Plan is centred on training and support programs and services.
• These programs and services are aimed at promoting resilience through spirituality, physical fitness, financial support, counselling, awareness, and specific services for deployed personnel.
• National Defence recently released the Total Health and Wellness Strategy, which supports health and resilience in the workforce and promotes a culture of healthy behaviour.

• We recognize the personal toll the pandemic has taken on all Canadians, including Canadian Armed Forces members.
• Challenges of affordable housing, the rising cost of living, labour shortages, supply chain turbulence, and the intense operational tempo of recent years have compounded these challenges for our members.
• That is why we have taken action to increase support for our members and reduce stress on them and their families.
• For example, in 2021/2022, we began allocating $40 million dollars per year for 10 years to be invested in the National Defence military family housing program.
• Starting in 2022/2023, we allocated an additional $15 million dollars per year for 3 years, which means that we will be investing $55 million dollars per year in residential housing for CAF members.
• This includes renovation projects to ensure the existing 11,654 housing units are functional and suitable.
• Some of this funding will also go towards constructing new housing and accommodation units at Bases and Wings over the next several years, including CFB Comox, CFB Shilo, and CFB Edmonton.
• In addition, we delivered an interim policy to enable remote work options and we expanded the active posting season across five months to create flexibility for families.
• Consistent with the Canadian Armed Forces Relocation Directive, we also reimbursed all actual and reasonable relocation expenses arising from COVID-19.
• Additionally, the Canadian Forces Morale and Welfare Services provides resources to help our members and their families navigate postings, such as finding child care, health care for family members and children’s education.

If pressed on Compensation:

• We also continually monitor and review the Canadian Armed Forces benefits and pay rates to help ensure all members are well compensated for their service to Canada.
• In February 2021, the Government increased military members’ rates of pay to ensure alignment with increases received by the Federal Public Service.
• This pay increase applies to general service officers, pilots, medical and dental officers at the rank of Lieutenant-Colonel and below, and all non-commissioned members.
• It will help ensure the attraction and retention of the highest standard of personnel.

If pressed on updating the Post Living Differential:

• We are committed to ensuring that CAF members and their families are not adversely impacted when posted to a location where costs of living may be higher than at their previous location.
• National Defence continues to review the design of Post Living Differential benefit.

• Bilingualism is an asset that makes the Defence Team stronger and the Canadian Armed Forces more operationally effective.
• Promoting the use of both official languages and facilitating access to second language training helps foster a more diverse and inclusive military culture.
• That is why in August 2022, National Defence released a new policy that better aligns our Official Languages program with the requirements of the Official Languages Act.
• This policy provides guidance on the linguistic identification of military and civilian positions allowing us to objectively determine the language requirements of all positions and helping to ensure the Defence Team respects the linguistic rights of our personnel.
• Additionally, we provide services in both languages to members and their families to facilitate access and support their well-being as they progress throughout their career across Canada and abroad.
• Ensuring that our leaders have the ability to communicate with their team members in French and English promotes an environment where members can communicate, participate, and contribute to their full potential in the language of their choice.

• In Budget 2022, the Government of Canada committed to expeditiously conduct a defence policy review to update Canada's Defence Policy.
• This review is focused on the size and capabilities of the Canadian Armed Forces; its roles and responsibilities; and ensuring it has the resources required to both keep Canadians safe and contribute to operations around the world.
• The review will also ensure the Defence Team is well positioned to evolve its culture, become more reflective of Canada's changing demographics and norms, and attract, retain, and inspire a highly competitive and sophisticated workforce.
• Our current defence policy, Strong, Secure, Engaged (SSE) will remain the foundation for how the Canadian Armed Forces are supported and equipped to protect Canadians and Canadian interests – ensuring that we are strong at home, secure in North America, and engaged globally.
• While SSE identified shifts in the security environment, the world has evolved in significant ways since its release. As a result, the Defence Team is reassessing its priorities and requirements given the changing threat landscape.
• Canada and its Allies face a growing range of threats not seen since the height of the Cold War.
• This is due to several factors, including the increasing frequency of climate-related hazards and disasters at home and abroad, intensifying state-on-state confrontation, open war in Europe, emerging domains of conflict (cyber, space), and renewed rhetoric on the use of nuclear weapons.
• Updating Canada's defence policy is vital to ensuring that National Defence has the necessary direction, resources, and future-ready capabilities to be ready and resilient in an increasingly dangerous, dynamic, and complex global security environment.