Personnel

Culture Evolution

Key Facts

Details

Other Canadian Armed Forces Culture Initiatives

• Culture Evolution Strategy: CPCC has collaborated with organizations across the Defence Team to develop a Culture Evolution Strategy. The strategy will align, inform, coordinate, and enable culture evolution by integrating all initiatives. It will also provide an approach for coordination and analysis of new initiatives, policies, programs, and practices.
• Culture Evolution Framework and GBA+ Enterprise Approach: The Framework is informed by academic research and the lived experience of Defence Personnel and will establish standards to connect and integrate both existing initiatives and new efforts to build a healthy culture aligned with our values.
• Senior leadership selection process being updated to include:
  • Evidence-based character assessments; and
  • Increased verification of candidates’ past for misconduct.
• As of April 2023, approximately 50 senior leaders have gone through the updated selection process, and approximately 30 leaders are in various stages of the process for promotion year 2023.
• Advice Committee: On an ad-hoc, as-needed basis, a select group of internal subject matter experts in National Defence operations, programs, policies, and/or conduct may be assembled to provide objective, impartial, non-binding advice to leadership on contentious or complex CAF cases related to conduct deficiencies.
• Workplace Reintegration Framework V2: This Framework provides guidance to leaders at all levels for the accountable and safe workplace reintegration of any CAF member involved in allegations, investigations, and findings related to conduct deficiency.
• DAG Secretariat: To elevate and support the voices of our Defence Advisory Groups, a secretariat was established to provide these volunteer members of the Defence Team with the support they need to conduct their valuable work.
• Positive Space Program: The program aims to foster a safe and inclusive work environment for everyone, including members of 2SLGBTQI+ communities.
• National Defence launched an Anti-Racism Toolkit and Resource Hub, which provides guides, tip sheets, and activities to help stimulate ongoing dialogue among Defence Team members and accelerate culture evolution.
• In response to the Minister’s Advisory Panel Report on Systemic Racism and Discrimination, we are developing an Anti-Racism Strategy to address report recommendations.

Senior Leadership Selection Process:

• In October 2021, the CAF took its first steps to introduce new rigour and science to its promotion selection processes. This sets the stage for an ongoing evolution of the CAF’s processes for promotion and appointment to be more inclusive and to ensure those selected embody CAF ethics and values.
• The CAF has since begun using evidence-based selection tools for General Officer and Flag Officer (GOFO) selection, providing greater insight into the character of officers entrusted to lead the Defence Team.
• As a first step, candidates on the GOFO selection boards complete three online psychometric assessments. The results of these assessments contribute to the member’s overall score.
• Candidates who are recommended to the Minister for promotion to, or within, the GOFO Cadre are subject to a post-selection confirmation step using what is known as a “360 degree” assessment tool. This process collects feedback from multiple evaluators regarding an individual’s leadership effectiveness.
• In addition, a third-party conflict of interest interview is conducted and the observations are incorporated into the recommendations.
• Research and consultation are underway to develop an evidence-based framework for character-based assessments that can be expanded to other leadership ranks in the coming years.

Public Online Database:

• Drawing from existing databases and surveys, the Conduct and Culture Data Centre will provide culture evolution-related information, including a list of existing research and studies, as well as policies and directives related to culture across the Defence Team.

The CAF Ethos: Trusted to Serve:

• Trusted to Serve is a 60-page guide on how best to apply the CAF Ethos and its elements in daily military service.
• The first and most important principle found in Trusted to Serve is to respect the dignity of all persons. This foundational principle, as well as other Defence Team ethical principles, military values, and professional expectations, are now incorporated in the CAF Ethos in a way that more fully articulates what is expected from military personnel – with a strong emphasis on character, competence, and trust.
• Trusted to Serve builds upon Duty with Honour: The Profession of Arms in Canada. Duty with Honour remains valid at this time; however, it is also undergoing review with the intent to release an updated version of the entire publication in spring 2024.

Minister’s Report to Parliament

• On December 13, 2022, the Minister tabled a report in Parliament entitled Minister of National Defence’s Report to Parliament on Culture Change Reforms in response to former Supreme Court Justice Arbour’s Recommendations.
• The report indicates that after careful analysis and robust consultation, the Minister decided that all of Justice Arbour’s recommendations would be accepted. It further indicates that the Minister directed National Defence officials to move forward on implementing all 48 of Justice Arbour’s recommendations.
• In addition, the report outlines the following:
  • The Department of National Defence and Canadian Armed Forces’ ongoing work to implement the 17 IECR recommendations that the Minister initially accepted;
  • The roadmap to respond to Madame Arbour's remaining 31 recommendations; and,
  • Ongoing and forthcoming culture change initiatives that align with Madame Arbour's recommendations.

Implementation of External Reports (Arbour, Fish, Deschamps)

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Details

Arbour Report

• May 20, 2022: Madame Arbour released her Independent External Comprehensive Review (IECR).
  • May 30, 2022: Minister Anand accepted the IECR in its entirety.
• The IECR provides 48 recommendations that fall within 11 areas of focus ranging from the CAF’s definitions of sexual misconduct and harassment to the mandate and activities of the Sexual Misconduct Support and Resource Centre (SMSRC) – including its independence and reporting structure – to issues around recruitment, military training military colleges, and internal and external oversight mechanisms.
• On December 13, 2022, the Minister tabled a report in Parliament entitled Minister of National Defence’s Report to Parliament on Culture Change Reforms in response to former Supreme Court Justice Arbour’s Recommendations.
• The report indicates that after careful analysis and robust consultation, the Minister decided that all of Justice Arbour’s recommendations would be accepted. It further indicates that the Minister directed National Defence officials to move forward on implementing all 48 of Justice Arbour’s recommendations.
• In addition, the report outlines the following:
  • The Department of National Defence and Canadian Armed Forces’ ongoing work to implement the 17 IECR recommendations that the Minister initially accepted;
  • The roadmap to respond to Madame Arbour's remaining 31 recommendations; and,
  • Ongoing and forthcoming culture change initiatives that align with Madame Arbour's recommendations.

External Review Implementation

• October 25, 2021: The CDS/DM signed a directive establishing the External Comprehensive Review Implementation Committee (ECRIC).
• The Committee is responsible for developing and overseeing a plan to implement the recommendations from Justice Arbour, Justice Fish, Justice Deschamps, and other external comprehensive reviews.
• The Committee is co-chaired by the Vice Chief of the Defence Staff and the Judge Advocate General.

Fish Report

• June 1, 2021: Minister Sajjan accepted in principle all 107 recommendations.
• The 107 recommendations support the ongoing modernization of the military justice system, military policing, and grievance process.

Deschamps Report

• The Deschamps report included 10 recommendations related to sexual harassment and sexual misconduct in the Canadian Armed Forces.
  • The former CDS, General Vance, accepted all ten recommendations.
  • It is important to note that some of Madame Deschamps’ recommendations have been superseded by recommendations in more recent external reviews, including Madame Arbour’s report. As such, some of Madame Deschamps’ recommendations may never be considered fully implemented.

Support and Resources to Survivors

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Details

Sexual Misconduct Support and Resource Centre (SMSRC)

• The SMSRC provides expert advice, guidance, and recommendations to National Defence on all matters related to sexual misconduct through the Deputy Minister and to the CAF, primarily through the Chief, Professional Conduct and Culture (CPCC).
• The SMSRC operates outside and independently from the CAF chain of command within the Department of National Defence and reports directly to the Deputy Minister.
• The SMSRC provides support services to:
  • Currently serving members of the CAF;
  • Former members of the CAF;
  • National Defence public service employees;
  • Former National Defence public service employees;
  • Cadets aged 16 and older;
  • Junior Canadian Rangers aged 16 and older;
  • Families of the above aged 16 and older; and
  • Members of the Defence community and caregivers who support those affected.

Independent External Comprehensive Review (IECR) Recommendations

• On May 30, 2022, Madame Arbour publicly released herIndependent External Comprehensive Review.
• The report provides 48 recommendations, several of which focus on SMSRC (relating to its name, scope, programs, training, etc.).
• SMSRC continues to make progress on these recommendations, and some have already been implemented. For instance, the SMSRC has officially transferred ownership of CAF-specific prevention training initiatives from the SMSRC to the CPCC (Recommendation 15).

Independent Legal Assistance (ILA) Program

• The ILA program aims to facilitate access to legal assistance so that individuals can make informed decisions based on their specific circumstances, needs, and goals.
• The first phase of the program provides reimbursements of eligible legal expenses incurred by individuals on or after April 1, 2019, as a result of experiencing one or more incidents of sexual misconduct. This is an important step in addressing recommendation 14 of the IECR.
• Reimbursements for eligible expenses will be provided while the SMSRC continues to develop the permanent program model in consultation with key partners, including people who have experienced military sexual misconduct.
• The ILA program is available to all serving members of the CAF, and other individuals who have experienced sexual misconduct by a CAF member.

Recruitment, Retention, Reconstitution

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Details

Current Programs and Initiatives

• National Defence implements a broad range of proactive and targeted recruitment programs aimed at increasing the representation of women, visible minorities, and Indigenous Peoples in the CAF. These programs and initiatives include:
  • Operation GENERATION, an ongoing mission to meet employment equity goals, reduce enrolment times, and modernize recruiting activities;
  • The CAF Indigenous Entry Program, a three-week hands-on experience program for Indigenous Peoples who are considering a career in the CAF;
  • The Indigenous Leadership Opportunity Year (ILOY) provides Indigenous participants with exposure to the CAF military and academic disciplines. Enrolled and paid as Officer Cadets, participants experience university-level educational and leadership opportunities at the Royal Military College in Kingston, Ontario;
    • It is the only Indigenous program focused on developing potential officers. Participants are enrolled into the Regular Force as Officer Cadets;
  • Multiple six-week paid Primary Reserve Indigenous Summer Programs, which integrate cultural teachings with military training.
    • Participants who successfully complete a program are granted the CAF Army Reserve Basic Military Qualification.
• Work is also underway to improve the CAF’s employment model and provide flexible career options, such as:
  • component transfers (Regular Force to Primary Reserve and Primary Reserve to Regular Force);
  • flexible or interim work policies; and
  • modernizing the nature of full-time and part-time employment within the CAF.
• Seamless Canada Initiative: Aims to enable cooperation between National Defence and provinces and territories to help military families relocate more seamlessly between the provinces and territories.
• Permanent Residents: The Canadian Forces Recruiting Group accepts trained applicants from foreign militaries. These applicants include pilots, logistics officers, infantry officers and other skilled professionals, who may become enrolled in the CAF if they have permanent resident status in Canada.
• This enables other permanent residents, who meet the same criteria as Canadian citizens to enroll in the CAF as new recruits or officer cadets.
• The Chief of the Defence Staff signed a document on October 18, 2022, that reinforces existing policy and designates authority to the Commander Military Personnel Command and the Commander Canadian Forces Recruiting Group for the enrolment of a citizen of another country who has permanent resident status under the Immigration and Refugee Protection Act.
• Naval Experience Program: The Naval Experience Program (NEP) is a recruiting program offered by the Royal Canadian Navy, open to Canadian citizens and permanent residents between the age of 16-57.
• NEP offers Canadians the opportunity to experience Navy as a sailor for a one-year contract and provide them with exposure to a variety of naval trades before deciding if a career in the Navy is the right fit for them.
• Participants receive the same pay and benefits as any other CAF recruits.
• After the one-year contract, participants can choose to continue to serve with the RCN, either full-time or part-time, transfer to another element, or leave the RCN.
• As of 21 August 2023, there are 347 NEP applicants at various stages of the recruiting process. 173 are ready for their Canadian Forces Aptitude Test, and 59 that have completed the test are expected to move forward to the competition list.

Other Diversity and Inclusion Initiatives

• Other diversity and inclusion initiatives include, but are not limited to:
  • Dress Instructions Update – CAF personnel can choose the uniform that makes them most comfortable.
  • Inclusive Ranks in French – French versions of all designations of ranks now have official Gender Inclusive equivalents.
  • Women’s Health Framework – this aims to enhance women’s health care and increase knowledge of women’s health issues and topics within the military.
  • Post-natal Care – the CAF has released its first Nursing and Pumping Policy, which requires all Commanding Officers to establish a lactation plan to support their members.
  • Compassionate Leave Policy – this allows members to request new types of leave to account for pregnancy loss, family violence, and parents of young victims of crime, for example.
  • Training Needs Assessment – the most recent Training Needs Assessment addressing professional conduct was conducted in 2020. Results are being reviewed to develop an implementation plan.

CAF Retention Strategy

• On October 6, 2022, National Defence released the CAF Retention Strategy, which is composed of three elements:
  • Better understanding the drivers that impact/hinder retention rates;
  • Outlining key considerations from leadership responsibilities, to flexible policies to effective communication; and
  • Identifying concrete levels of effort to guide a deliberate approach to this problem-set, including strengthening governance.

CAF Reconstitution Directive

• The CAF Reconstitution Directive focuses on two priority areas:
  1. People:
     • Canadians needs to see the CAF as a first-rate career choice, where they will feel welcome, valued, and safe to bring their talents to bear in service to our country.
     • To attract and retain talent from across Canadian society, the Military Personnel Management System needs to be modernized to support CAF members so that they can achieve their goals and have fulfilling and successful careers.
     • Similarly, policies that directly address the stressors of military service will see further refinement to enhance retention and demonstrate a commitment to our people.
     • Reconstitution efforts directly support recruitment and retention; National Defence is taking steps to ensure that current and prospective Canadian Armed Forces members have financial security for themselves and their families, modern infrastructure, modern equipment, and meaningful work at home and abroad.
     • National Defence is embarking upon a modernization of the Military Personnel Management System, built in a digitalization framework.
  2. Operations:
     • Limited staff capacity means bold steps must be taken to rationalize activities, reduce process limitations, and cease activities that do not directly contribute to the growth of the CAF, operations, or modernization.
     • Readiness will be further reinforced by developing operational capacity in the burgeoning domains of cyber and space.

Canadian Forces Housing Differential (CFHD)

• The CFHD replaces the PLD and took effect on July 1, 2023.
• The CFHD is TBS-mandated, and the result of significant deliberation by the DND, CAF and TBS to establish a policy that respects the allotted annual budget for this differential, while focusing on assisting those CAF members who require housing assistance most.
• The CFHD is focused on lower-salaried members in exceptionally expensive locations, such as Victoria and Toronto.

Provisional Post Living Differential (PPLD)

• PPLD will reduce the shock of the transition to the CFHD. The 15-year rate freeze of PLD/TPLD created an environment where members became accustom to the allowance when the cost of living stressors in their location were eased through pay increases and local economic factors.
• The PPLD will gradually transition members from PLD to the CFHD, is effective July 1, 2023 and will cease on June 30, 2026.
• PPLD was developed and implemented after securing internal funding and negotiating the terms with TBS.

Recruitment Digital Modernization Initiative (ReMit)

• In response to recruiting challenges DND/CAF embarked on a program to create an Agile, Modern, Human-Centric Recruiting System of Systems.
• This program is called Recruitment Digital Modernization Initiative (ReMIT).
• The mission of the program is to: Provide a modern, agile, human-centric experience that attracts, enrolls and retains Canadians of all backgrounds. Be a driving force in CAF cultural change by emphasizing inclusivity, equality and diversity, attracting and employing those who aspire to something greater than themselves. This is the initial program in CMP’s quest for digital transformation.
• The first iteration of the program is in design now with prototype testing due to be completed by end November 2023 with full rollout of the program by Jan 2024.
• The second iteration is being developed in parallel with the first and aims to achieve a decision how to proceed by March 2024.
• First iteration upgrades will provide:
  • Online Personality Inventory Tests to enable the conduct of many steps without having to visit a recruiting centre
  • Automated Test Message Reminders to notify applicants of their file status, next steps and any items they need to complete
  • Multi-Select Tool will enable recruiters to process multiple similar files at the same time reducing the time it takes to complete repetitive tasks
• As the program is rolled out it will be evaluated using 4 categories of KPIs: Recruiting, Processing, Customer Service and Employment Equity.

Mental Health and Suicide

Includes Section 98(c) of the National Defence Act

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Details

Components of the CAF Mental Health Program

• Psychosocial Services. Social workers, mental health nurses and addiction counsellors normally staff the psychosocial programs. Types of services vary from short-term counselling (which may involve the family) relating to workplace issues, family, or marriage problems. Other examples include addiction consultations and pre-and-post deployment screenings.
• General Mental Health. Specialized mental health services provided by psychiatrists, psychologists, social workers, mental health nurses, addiction counsellors and chaplains. This category of care encompasses individual and group treatment for those suffering from a broad range of mental health concerns.
• Operational Trauma and Stress Support Centres (OTSSC). OTSSC programs are specialized programs within CAF mental health services that ensure very comprehensive and consistent assessment and treatment of patients with all types of trauma and stress injuries or illnesses.
• CAF members may be referred to civilian health care specialists when an appropriate in-house provider is not available in a timely manner.

Road to Mental Readiness (R2MR) Program

• Launched in 2008 and augmented in 2017 with the introduction of a mobile application, R2MR is a mental health education and training program for CAF members and their families. It aims to improve well-being, resilience, short-term performance, and self-awareness of one’s own mental health. It also encourages members to seek help when needed.

Total Health and Wellness Strategy

• In March 2022, National Defence released the Total Health and Wellness Strategy, which supports health and resilience in the workforce and promotes a culture of healthy behaviour.
• As part of the strategy, Military Family Resource Centres are being expanded. CAF members and their families can expect to see reduced wait times for mental health services, and increased access to counselling services.

Suicide Mortality in the CAF

• The 2022 Report on Suicide Mortality in the CAF noted 15 deaths by suicide in the Regular Force in 2021.
• The CAF closely monitors the rates and trends of suicide in its population to gain a better understanding of underlying issues and to mitigate risks.
  • Given that there is insufficient data to enable a statistical analysis of women’s suicide rate, only male Regular Force members have been used to determine suicide rates and to compare to a similar age-gender group in the Canadian general population.
  • The 2022 Report on Suicide Mortality in the CAF (1995-2021) is the first annual report with a more detailed review of Regular Force female suicides.
• The 2022 results of the statistical analysis revealed that between 2012 to 2021 there were 13 Regular Force female suicide deaths.
  • The data for the full 2003 – 2020 period indicated that the CAF Regular Force female population had a suicide rate that was 86% higher relative to the Canadian female population, after adjusting for age differences.
  • For the more recent 2015 – 2020 period (six years), the comparable suicide rate was 41% relative to the female Canadian general population.
  • The increased suicide rate in Regular Force females relative to the Canadian female population during the 2005 – 2014 period are findings that continue to be under observation by the CAF.

Suicide Prevention

• The Canadian Armed Forces Suicide Prevention Action Plan is centred on training and support programs and services, aimed at promoting resilience through spirituality, physical fitness, financial support, counselling, awareness, and specific services for deployed personnel.
• Canadian Forces Health Services considers suicide prevention a top priority. They work in partnership with other government departments and non-governmental agencies to create policy, educational programs, and clinical practice. The Directorate of Mental Health also has internal expert resources and processes to study suicide and implement practical changes to help reduce the risk of suicide.

Operational Stress Injury Social Support (OSISS)

• OSISS is a joint program between National Defence and Veterans Affairs Canada (VAC), created by CAF personnel and their family members who experienced the first-hand effects of an operational stress injury.
• It is a confidential, non-clinical, peer-based, social support program that helps individuals return to a healthier quality of life.

Paragraph 98(c)

• Paragraph 98(c) of the National Defence Act creates an offence for wilfully maiming or injuring oneself or another person with intent to render the person unfit for service in the Canadian Armed Forces.
• National Defence maintains that this section is not used as a punitive measure against those who suffer from mental health issues and that the military justice system provides protections for accused persons who suffer from mental illness.
• The Office of the Judge Advocate General has recommended that a clarifying note be inserted in the Queen’s Regulations and Orders to confirm that self-injurious conduct related to mental illness is excluded from the scope of intent of this paragraph of the National Defence Act.

Hateful Conduct

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• In July 2020, the Chief of Military Personnel updated DAOD 5019, Conduct and Performance Deficiencies, to expand the definition of hateful conduct and issued a “Canadian Forces Military Personnel Instruction” that same year to outline how hateful conduct would be addressed within the CAF.
• This Instruction was updated on November 15, 2022, to refine the definition of hateful conduct to define a continuum related to hateful conduct escalation of behavior, as well as include a decision-making structure and improve hateful conduct reporting processes.
• Screening of CAF Potential Recruits: Criminal records checks are conducted to determine if potential recruits have been charged or convicted of a crime, and this information is reviewed to assess suitability for enrolment.
• Reference checks are conducted to help determine whether potential recruits’ character, values, and ethics align with those of the CAF.
• This also includes screening for affiliation with extremist organizations through visible signs such as clothing and tattoos.
• Hateful Conduct, Extremism, Drug and Gang Enforcement (HEDGE): On 2 February 2021, the Canadian Forces National Investigative Service stood up HEDGE.
• HEDGE investigates serious and sensitive offences related to hateful conduct, extremism, drug trafficking, and gang enforcement, including members of Outlaw Motorcycle Gangs that have a National Defence nexus.
• Canada’s Action Plan on Combatting Hate (CAPCH): Canadian Heritage is leading the development of CAPCH to address hate as it relates to racialized and religious communities in Canada; provide enhanced training and tools for public safety agencies; make investments supporting digital literacy to prevent radicalization to violence; and work towards protecting affected communities.
  • National Defence is contributing to the development of the Action Plan.

Anti-Racism Advisory Panel Report and No. 2 Construction Battalion Recommendations:

• The Director Anti-Racism Implementation (DARI; formerly the Anti-Racism Secretariat) has examined shared lived experiences of racism and discrimination in the Defence Team, and developed a report that identifies recommendations to address Defence Team members’ evolving experiences of institutional racism in DND/CAF.
• DARI launched Raise Your Voice, a learning forum for racialized individuals to express their lived experiences with leadership and the Defence Team members, to raise awareness and engage in transformative conversation.
• DARI has also launched a new digital resource hub that offers tools and resources to help Defence Team members increase their awareness and understanding of racism and foster a more inclusive workplace.
  • The digital resource hub features an anti-racism toolkit with easy-to-use, practical tools that can be used to support culture evolution within the Defence Team.
• The Minister’s Advisory Panel on systemic racism and discrimination published their final report on April 25, 2022. The report addresses issues and provides recommendations for change under 13 theme areas across the organization—from policy and program areas, to governance and accountability, to recruitment and retention, to education and awareness.
• In May 2022, the Final Report and Recommendations of the National Apology Advisory Committee (NAAC) regarding the No. 2 Construction Battalion were presented. MND accepted the report and committed to looking into the recommendations further.
• A comprehensive implementation Framework and Action Plan will be developed to address the Advisory Panel report and NAAC recommendations, and synchronize efforts with the broader Culture Evolution Framework currently in development by the Chief, Professional Conduct and Culture (CPCC).
• Examples of initiatives which are already underway include:
  • Hosting of forums to provide an opportunity for racialized individuals to express their lived experiences with leadership and Defence Team members, in an effort to raise awareness and engage in transformative conversation;
  • Leading development of an interdepartmental framework to establish common commitments, goals, metrics, and accountability systems for anti-racism, equity, diversity and inclusion; and
  • The development of a Targeted Mentorship/Allyship Pilot Program for Defence Team Public Service employees.

Military Chaplains:

• The Anti-Racism Advisory Panel Report also made several recommendations to National Defence related to the CAF Chaplaincy, including not employing Chaplains who are affiliated with religious groups whose values are not aligned with the Defence Team commitment toward a diverse and inclusive workplace.
• The Royal Canadian Chaplain Service’s (RCChS) primary goal is the care of all our members and their families, without exceptions. The RCChS embraces CAF values and ethos and has taken significant steps in the past several years to promote change from within and to strengthen its commitment to diversity and inclusion. Training and professional development are provided to all chaplains to broaden awareness and understanding of systemic barriers to inclusion and diversity and unconscious bias that can lead to exclusive practices, microaggressions and hateful conduct. 
• The RCChS has worked proactively since 2019 to include a wider number of spiritual and faith traditions not previously represented in the chaplaincy to better serve the CAF and to represent the rich spiritual, cultural, and religious diversity of the Canadian societal landscape. This initiative has resulted in the enrollment of chaplains from the Sikh, Buddhist, and humanist traditions. This is in addition to the existing representation of Jewish, Muslim, and Christian traditions.
• The RCChS continues to support traditional Indigenous spiritual practices in dialogue and partnership with the Indigenous community at the local and national levels and seeks to foster a deepening understanding of the ongoing legacy of colonization while advancing efforts toward reconciliation.    
• Over the last three years, the RCChS has engaged in a sustained effort to address the spiritual needs of the growing number of CAF members who have no religious affiliation. To this end, the RCChS has worked to recruit from a wide variety of spiritual and faith traditions. 
• To further promote diversity and inclusion, the RCChS has instituted several advisor positions (Indigenous Advisor, 2SLGBTQi+ Advisor, Anti-Racism and Anti-Discrimination Advisor, GENAD, CPCC) to raise awareness, educate, and innovate.

Canadian Forces Housing Differential

Cost-of-living supports – Includes the Provisional Post Living Differentia

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Details

Post Living Differential (PLD) – Expired June 30, 2023

• The PLD allowance was intended to moderate the impacts associated with moving to a higher cost of living area. PLD allowance was separate from pay.
• The purpose of the PLD was to ensure that the cost of living for CAF members was maintained at a predictable level, no matter where they were posted within Canada.
• PLD rates were taxable and were to be set annually based on a Treasury Board-approved methodology.
• In April 2009, the Government of Canada froze PLD rates at their 2008 levels to undertake a comprehensive review with Treasury Board Secretariat (TBS) to ensure the PLD was meeting the needs of today’s CAF members.

Canadian Forces Housing Differential (CFHD)

• The CFHD replaces the PLD and took effect on July 1, 2023.
• The CFHD is TBS-mandated, and the result of significant deliberation by National Defence and TBS to establish a policy that respects the allotted annual budget for this differential, while focusing on assisting those CAF members who require housing assistance most.
• The CFHD is focused on lower-salaried members in exceptionally expensive locations, such as Victoria and Toronto.

2023 Pay Increases

• General Service Officers (Lieutenant-Colonel and below), pilots, medical and dental officers and all non-commissioned members received a 12% pay increase over four years (2021-2024).
• Effective April 1, 2023, the majority of non-commissioned members received an additional pay raise in recognition of their increased job complexity.
• Colonels, Generals and Flag Officers received 13% pay increase over four years, in line with other Government of Canada Executives (2022-2025).

Provisional Post Living Differential (PPLD)

• PPLD will reduce the shock of the transition to the CFHD. The 15-year rate freeze of PLD/TPLD created an environment where members became accustomed to the allowance when the cost-of-living stressors in their location were eased through pay increases and local economic factors.
• The PPLD will gradually transition members from PLD to the CFHD, is effective July 1, 2023, and will cease on June 30, 2026.
• PPLD was developed and implemented after securing internal funding and negotiating the terms with TBS.

Marriage After 60

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Details

• The Canadian Forces Superannuation Act (CFSA) provides pension benefits for eligible members.
• National Defence is responsible for the overall administration of the Canadian Forces Superannuation Act including the management of pension funds.
  • National Defence is responsible for the oversight of the pension plan; ensuring sustainability; collecting and depositing contributions; advising on policy development; and interpreting policy for administration and preparation of the annual reports.
  • National Defence works alongside the Department of Justice and Treasury Board when analysis is required for changes or amendments to the Act.
• The Canadian Armed Forces offers competitive salaries and world-class benefit packages that, in many cases, start on the first day of a member’s service, and continue after they retire.
• Almost all pension plans in Canada limit eligibility for survivor benefits to the spouse or partners that existed when the plan member was employed.
• The Canadian Armed Forces pension plans, however, provide a more generous benefit than most pension plans, by offering an automatic survivor benefit to spouses/partners so long as the marriage or common law union began prior to the plan member reaching age 60, regardless of when the member retired.

Optional Survivor Benefits

• In 1992, the Canadian Forces Superannuation Act was amended to give
  Part I plan members some flexibility in a member’s ability to provide for their post-retirement spouses or common-law partners acquired after reaching age 60. These amendments introduced the Optional Survivor Benefit (OSB).
• The OSB was implemented in 1992 to provide Canadian Armed Forces members with the option to reduce their pensions by 30, 40, or 50 percent in order to provide a corresponding benefit for their surviving spouse/partner.
• The reduction continues for the lifetime of the pensioner unless his or her spouse predeceases him or her, or the marriage is dissolved by divorce or annulment, in which case the full pension benefit is reinstated to the member from that point forward.

Budget 2019 Announcement

• Budget 2019 announced the Veterans Survivor Fund to support Veterans:
  • This program, run by Veterans Affairs Canada, commits $150M over 5 years to support Veterans, and their spouses, who married over the age of 60.
  • Veterans Affairs Canada is working to identify the size and character of the survivor population. The Department is using this information to determine how best to support these survivors.

Parliamentary Interest

• The Standing Committee on Veterans Affairs (ACVA) tabled a report on Survivor Pension Benefits (Marriage After 60) in December 2022. A Government Response, which was led by Veterans Affairs Canada, was tabled on March 30, 2023.
• In Parliament 44.1, National Defence answered three petitions on the Marriage after 60 clause.
  • P-61 – Tabled on January 31, 2022
  • P-397 – Tabled on June 6, 2022
  • P-560 –Tabled on August 17, 2022

Universality of Service

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Principle of Universality of Service

• The Universality of Service principle is foundational to the Profession of Arms and sets the minimum operational standards for those who serve in the Canadian Armed Forces.
• These standards ensure Canadian Armed Forces members are fit to deploy anywhere in Canada and throughout the world, and perform in a wide spectrum of roles such as:
  • Combat;
  • Protection of Canada and Canadians; and,
  • Response to environmental disasters or assistance to civil authorities.
• National Defence is updating and modernizing its policies and standards for the application of Universality of Service to better respond to the evolving nature of Canadian Armed Forces operations in the decades since the principle was established.
• Complementary to Universality of Service modernization, the Canadian Armed Forces has a dedicated task group dealing with transition. For Canadian Armed Forces members who are permanently unable to meet the minimum operational standards, National Defence will enhance support for transition back into civilian life.

Retention Strategy

• Separate from the Universality of Service modernization, the Canadian Armed Forces has also developed a Retention Strategy, which was released in October 2022.
• The objective of this strategy is to develop and implement a comprehensive plan to retain talented Canadian Armed Forces members who meet Universality of Service, while ensuring that they work in a welcoming and healthy environment.