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Culture Evolution

* For additional information on Bill C-66.

  • My top priority and greatest responsibility is to build a Defence Team where all members feel protected, supported, respected, and empowered to serve.
  • We are continuously working to advance meaningful culture evolution and deliver substantive changes across the institution, although we recognize that much work remains ahead of us.
  • This work starts at the top, which is why the Canadian Armed Forces has strengthened the promotion process for senior leaders to better assess character, talent, and competence.
  • We are also working diligently to implement the external recommendations of former Supreme Court Justices Arbour, Fish, and Deschamps.
  • To this end, I recently introduced legislation in Parliament that would modernize the military justice system and advance culture evolution within National Defence, which addresses key recommendations made by Madame Arbour and Mr. Fish.
  • This legislation is one of the many ways that we are advancing culture evolution within the Defence Team.
  • We have made great strides on all recommendations, with tangible progress made toward better supporting our members and providing a safe and respectful environment.
  • In fact, 19 recommendations, or just over a third, were completed by the end of 2023.
  • For instance, in August, I announced that we have begun work to initiate repealing the Duty to Report and are taking steps to strengthen policies, orders, and directives to support victims.
  • In addition to this work to implement the external recommendations, the Canadian Armed Forces has also initiated a comprehensive review of basic training and developed a framework to enhance education related to conduct and culture.
  • These are a few examples of meaningful initiatives underway to improve transparency across the Defence Team, so that we can promote culture evolution and rebuild trust.

Key Facts

Budget 2022

  • Allocated a total of $100.5M over six years, with $1.7M in remaining amortization, and $16.8M ongoing to:
    • Strengthen leadership in the CAF;
    • Undertake engagement and consultation on culture evolution; and
    • Enhance restorative services, among other things (including military justice initiatives).
  • Allocated a total of $144.3M over five years, and $31.6M ongoing, to expand CAF health services and physical fitness programs to be more responsive to women and gender-diverse military personnel.

Chief Professional Conduct and Culture (CPCC)

  • Established in 2021, CPCC serves as the single Functional Authority for professional conduct and culture at National Defence. They are the centre of expertise that works to unify and integrate all associated culture evolution activities across National Defence.

Independent External Comprehensive Review (IECR)

  • The report provides 48 recommendations that fall within 11 areas of focus, including definitions of sexual misconduct, the military justice system, military colleges, and the role of the Sexual Misconduct Support and Resource Centre.
  • 19 recommendations were fully implemented by the end of 2023. The remaining recommendations are expected to be implemented by December 2025.

Details

Snapshot of Culture Evolution 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 Plus 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.
  • 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.
  • Anti-Racism Strategy: In response to the Minister’s Advisory Panel Report on Systemic Racism and Discrimination, National Defence is developing an Anti-Racism Strategy.
  • Anti-Racism Toolkit and Resource Hub: This resource point provides guides, tip sheets, and activities to help stimulate ongoing dialogue among Defence Team members and accelerate culture evolution.
  • Selection Process: A new degree of rigour and science has been added to senior leader selection to include evidence-based assessments of character and increased verification of candidates’ past for misconduct.
  • 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.

Timeline: Implementation of External Reports

  • 27 March 2015: Release of Justice Deschamp’s Independent Review.
    • The Chief of the Defence Staff accepted all 10 recommendations.
  • 1 June 2021: Release of Justice Fish's Independent Review.
    • Minister of National Defence accepted the 107 recommendations in principle.
  • 20 May 2022: Release of Justice Arbour’s Independent External Comprehensive Review (IECR).
  • 30 May 2022: Minister of National Defence accepted all 48 recommendations.
  • October 2022: Madame Jocelyne Therrien appointed as External Monitor, fulfilling recommendation 48 of the IECR.
  • 13 December 2022: Minister of National Defence 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 indicated the Minister’s acceptance of all 48 of Justice Arbour’s recommendations, and noted that the Minister has directed National Defence officials to move forward with the implementation of these recommendations.
  • 17 May 2023: Release of the External Monitor’s first status report on the implementation of IECR recommendations.
  • 20 November 2023: Release of the External Monitor’s second status report.
  • November 2023: Minister of National Defence endorsed the concept of a Comprehensive Implementation Plan.
    • The Comprehensive Implementation Plan focuses on 194 recommendations from four key reports (IECR, the Fish Report, the Anti-Racism Report, and National Apology Advisory Committee Board’s Report).
    • It establishes a phased approach over five years (2023-2028) that considers real impact for people, organizational capacity to support requirements, stakeholder priorities, dependencies and risks.

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Bill C-66

(Military Justice System Modernization Act)

  • Our top priority and greatest responsibility is to build a Defence Team where all members feel protected, respected, and empowered to serve.
  • That is why Bill C-66 was introduced in Parliament last month.
  • Bill C-66 is an important step in a long journey designed to achieve durable and lasting institutional reform, as well as to strengthen trust and confidence in the military justice system.
  • It proposes a suite of targeted amendments to help bolster confidence in the military justice system for all of our people.
  • The proposed amendments address key recommendations made in independent and external reviews conducted by former Supreme Court Justices Arbour and Fish.
  • This includes Recommendation 5 of the Arbour Report, which aims to definitively remove the Canadian Armed Forces’ jurisdiction over Criminal Code sexual offences committed in Canada.
  • We have – and will continue to – incorporate the feedback and needs of those who have been affected by sexual misconduct.
  • For example, the proposed legislation would expand access to Victim Liaison Officers, under the Declaration of Victims Rights, to individuals acting on behalf of a victim.
  • We have made a clear commitment to transform culture and will continue to work to build a work environment free from harassment, discrimination, and violence for those who are always there to keep Canada safe.

If pressed on the scope of the legislation:

  • We know we still have a lot of work to do.
  • If passed, this landmark legislation will pave the way for future amendments that might be required to continue advancing culture evolution efforts.
  • In the meantime, National Defence will continue to strengthen and expand supports through policies and programs that make tangible differences in the lives of those affected by misconduct.

If pressed on transfer of cases to police of local jurisdiction:

  • I can confirm that all Criminal Code sexual offence charges are now being laid in the civilian justice system, and no new Criminal Code sexual offence charges are being adjudicated in the military justice system.
  • I am aware that there have been reports that not all Criminal Code sexual offence cases have been referred to civilian police for investigation.
  • There are situation-dependent reasons why this is not always the case, and we continue to work closely with civilian police counterparts to support the referral of investigations where possible.
  • For example, we know that some victims have expressed a preference for a military police investigation, and other cases have not been referred because the offences took place abroad.
  • The current referral process reinforces the complexity of concurrent jurisdiction and the need to maintain a victim-centered and trauma-informed approach.
  • My hope is that the enduring implementation plans we are finalizing and our ongoing engagement with intergovernmental partners will help address these challenges.
  • We have benefitted from consultation with provinces and territories in the course of the legislative development process, and that collaboration will continue now that the legislation has been introduced.
  • This includes extensive consultations through the Deputy Minister-level Federal-Provincial-Territorial ad hoc Committee on the Transfer and Referral of Military Sexual Offences, which met three times in 2023, most recently in November.
  • In fact, upon introduction of Bill C-66, the Deputy Minister of National Defence wrote to all provincial and territorial Deputy Solicitors General and Deputy Attorneys General to inform them of the legislative tabling, and invite them to a potential next meeting of the ad hoc Committee.

If pressed on cases outside of Canada:

  • Madame Arbour states that where the offence takes place outside of Canada, the Military Police may act in the first instance to safeguard evidence and commence an investigation but should liaise with civilian law enforcement at the earliest possible opportunity.
  • Enacting this legislation would remove the Canadian Armed Forces’ investigative and prosecutorial jurisdiction over Criminal Code sexual offences committed in Canada.

Key Facts

  • On March 21, 2024, Bill C-66 was tabled in the House of Commons to amend the National Defence Act (NDA).
  • Bill C-66, if passed as written, will respond to eight recommendations from the Fish report and one recommendation from the Arbour report.

Key areas of the proposed legislation:

  • Removing the Canadian Armed Forces’ investigative and prosecutorial jurisdiction over Criminal Code sexual offences committed in Canada (Recommendation 5 of Arbour Report);
  • Making amendments to the NDA based on the eight Fish report recommendations, including:
    • seeking to strengthen trust in military justice authorities operating independently from the chain of command and to bolster the trust and confidence of Canadians in the military justice system; and
    • expanding the eligibility criteria for military judges to include non-commissioned members, which would help diversify the pool of potential candidates.
  • Excluding military judges from the summary hearing system, and expanding access to Victim Liaison Officers; and
  • Amending the NDA to align sex offender information and publication ban provisions with the amendments made in An Act to amend the Criminal Code, the Sex Offender Information Registration Act and the International Transfer of Offenders Act.

Details

Details of the Proposed Legislation

  • The proposed legislation is grouped into four key areas:
    1. Removing the CAF’s investigative and prosecutorial jurisdiction over Criminal Code sexual offences committed in Canada, thereby addressing Recommendation 5 of the Honourable Louise Arbour’s Independent External Comprehensive Review, which states that, “Criminal Code sexual offences should be removed from the jurisdiction of the CAF. They should be prosecuted exclusively in civilian criminal courts in all cases. Where the offence takes place in Canada, it should be investigated by civilian police forces at the earliest opportunity.” The proposed legislation will provide exclusive jurisdiction to civilian authorities to investigate and prosecute these offences in Canada.
      Regarding sexual offences that take place outside of Canada, Madame Arbour stated: “Where the offence takes place outside of Canada, the MP may act in the first instance to safeguard evidence and commence an investigation, but should liaise with civilian law enforcement at the earliest possible opportunity.”
      Recommendation #5 is the only recommendation from Madame Arbour that can exclusively be implemented through legislation. Work is either complete or underway to implement all 48 recommendations, and the External Monitor, Madame Jocelyne Therrien, provides external oversight of this progress.
    2. Addressing eight recommendations (2, 7, 8, 10, 13, 14, 15, 16) from the Third Independent Review of the National Defence Act report by former Supreme Court Justice Fish. These amendments seek to, among other things:
      • modify the process for the appointment of the Canadian Forces Provost Marshal, the Director of Military Prosecutions and the Director of Defence Counsel Services;
      • expand the class of persons who are eligible to be appointed as a military judge to include non-commissioned members;
      • affirm the Judge Advocate General’s respect for the independence of authorities in the military justice system in the exercise of its superintendence of the administration of military justice;
      • expand the class of persons who may make an interference complaint and provide that a member of the military police or person performing policing duties or functions under the Canadian Forces Provost Marshal’s supervision must make such a complaint in certain circumstances; and
      • change the title of the Canadian Forces Provost Marshal to the Provost Marshal General to align with the titles of other senior designations in the CAF, such as the Surgeon General, the Chaplain General, and the Judge Advocate General.
    3. Excluding military judges from the summary hearing system, and expanding access to Victim Liaison Officers, under the Declaration of Victims’ Rights, to individuals acting on behalf of a victim.
    4. Amending the National Defence Act to align sex offender information and publication ban provisions with the amendments made to the Criminal Code in An Act to amend the Criminal Code, the Sex Offender Information Registration Act and the International Transfer of Offenders Act. These proposed amendments are necessary to ensure the parallel military justice system remains constitutional and aligned with the Criminal Code and the civilian criminal justice system.

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Support and Resources to Survivors

  • I am committed to ensuring that survivors of sexual misconduct have the support, care, and resources that they need.
  • A key vehicle for this type of support is the Sexual Misconduct Support and Resource Centre (SMSRC), which operates outside of the military chain of command and provides a number of robust services.
  • These include a 24/7 support line and a Response and Support Coordination Program, which offers ongoing support, accompaniment, advocacy, and personalized case management across the country.
  • The SMSRC also provides grant funding to 32 projects led by not-for-profit community-based organizations across Canada who support the wider Defence community.
  • These services are enabling a greater number of individuals to receive counselling and other supports, particularly in traditionally underserved regions.
  • In May 2023, the SMSRC also launched its Independent Legal Assistance Program, which seeks to facilitate access to legal services for individuals who have experienced military sexual misconduct.
  • Further, the SMSRC now offers Formal Peer Support Group sessions for current and former Canadian Armed Forces members who experienced sexual misconduct during their service.
  • Additionally, this month, the SMSRC and Veterans Affairs Canada will launch an Informal Peer Support Group service, to replace the online peer discussion platform that was previously offered by a third party.
  • We will continue to make all possible efforts to support survivors and foster an inclusive and respectful workplace.

Key Facts

Sexual Misconduct Support and Resource Centre (SMSRC)

  • The SMSRC’s toll-free support line is 1-844-750-1648.
  • In fiscal year 2023-2024, the SMSRC’s 24/7 line received a total of 2,419 calls (approximately 1,100 new calls).
  • In fiscal year 2022-2023, 1,431 contacts (new clients) were made to the SMSRC via the 24/7 line.
  • May 2023: The SMSRC expanded its services beyond current and former Canadian Armed Forces (CAF) members and Department of National Defence (DND) public service employees to include Cadets, Junior Canadian Rangers, and family members of the wider Defence community.
  • December 2023: Statistics Canada released the results of the 2022 Survey on Sexual Misconduct in the Canadian Armed Forces (SSMCAF). This is the third survey in the series, with previous iterations in 2016 and 2018. Compared to the results of the 2018 SSMCAF:
    • The prevalence of sexual assault has increased overall. This includes the prevalence of sexual attacks, unwanted sexual touching, and sexual activity where the individual was unable to consent. Approximately 3.5% of Regular Force members reported being sexually assaulted in the military workplace or by fellow military members in the 12 months preceding the study. This represented an increase from 1.6% in 2018.
    • The prevalence of Regular Force members who experienced sexualized and discriminatory behaviours has increased. The prevalence for all 15 behaviours measured by the survey increased.

Supports for Victims

  • A victim can request that a Victim’s Liaison Officer (VLO) be appointed to assist them until their case is transferred to civilian jurisdiction.
    • VLOs are CAF members who are appointed by a Commanding Officer at the request of a victim.
    • Victims may choose a VLO from a standing list maintained by CPCC by calling the designated VLO telephone number (1-833-328-3351).
  • VLOs are responsible for providing information about the Military Justice System, support programs, and services available to victims.
  • 59 VLOs have been trained to date, and 27 cases have been managed since the program was launched in June 2022.
  • VLOs are different from SMSRC Response and Support Coordinators, as they only provide information and assistance specifically related to matters within the military justice system.
  • The SMSRC does provide clients with information regarding external victim support resources, such as court-based services (e.g. the Victim/Witness Assistance Program).
  • Given the complex needs of individuals, the SMSRC may also continue to support clients who are going through the civilian system who have accessed external services to address other needs, without duplicating services.

Details

Sexual Misconduct Support and Resource Centre (SMSRC)

  • The SMSRC provides expert advice, guidance, and recommendations to the CAF and DND on all matters related to sexual misconduct.
  • The SMSRC operates outside and independently from the CAF chain of command and reports directly to the Deputy Minister.

24/7 Support Line

  • For confidential support, information on options, guidance on supporting others, and referrals to care and service organizations, individuals can contact SMSRC’s 24/7 support line.

Response and Support Coordination Program

  • The Response and Support Coordination Program was launched in 2019 to provide active CAF members who have experienced sexual misconduct with an assigned and dedicated Coordinator, until such time that members no longer require services, withdraw consent, or transition to civilian services.
  • Coordinators are civilian counselors who provide a number of support services, including:
    • Contacting internal and external organizations to advocate for members.
    • Completing forms, helping members prepare for court and supporting members in completing police interviews.
    • Supporting members in navigating and accessing health services.

Community Support for Sexual Misconduct Survivors Grant Program

  • The SMSRC Grant Program was established to broaden the range of support services available to those in the wider Defence community and to increase collaboration between National Defence and community-based organizations.
  • Most funded projects are unique. Some are undertaken by organizations that offer specialized services - for example, for women, men, Indigenous peoples and 2SLGBTQI+ individuals.

Peer Support Groups

  • In partnership with Veterans Affairs Canada (VAC), SMSRC offers peer support programs for those that have been affected by sexual misconduct:
    • Formal Peer Support Group – Provides a space for healing and connection amongst peers affected by sexual misconduct and/or military sexual trauma using prepared, educational material.
      • A trained peer supporter with personal experience of sexual misconduct and/or military sexual trauma leads each session, along with an SMSRC/VAC mental health professional.
    • Informal Peer Support Group – Offers a place for individuals affected by sexual misconduct and/or military sexual trauma to connect and explore healing among peers in a drop-in, confidential space.
      • Trained peer supporters will lead each session.

Independent Legal Assistance (ILA) Program

  • The ILA program aims to facilitate access to legal information, legal advice, and legal representation to enable people to make informed decisions based on their specific circumstances, needs, and goals.
  • The ILA program is available to individuals that have experienced sexual misconduct within a DND/CAF environment.
  • 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 Independent External Comprehensive Review conducted by former Supreme Court Justice Louise Arbour.
  • Reimbursements for eligible expenses will be provided while the SMSRC continues to develop the long-term program model in consultation with key partners, including people who have experienced military sexual misconduct.

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Recruitment, Retention, Reconstitution

  • People are at the core of the Canadian Armed Forces’ missions, readiness, and culture, and we recognize that there is a changing and increasingly competitive labour market.
  • That is why we have taken wide-ranging steps to examine our recruiting enterprise from end to end to attract more Canadians to the unique opportunities of service that are offered by the Canadian Armed Forces.
  • This includes the 2023 advertising campaign, “This Is For You,” as well as an increasing volume and variety of digital content to attract all eligible Canadians and permanent residents, and to return interest to pre-pandemic levels.
  • We are also working to improve the application process by launching the new Online Applicant Portal in the coming months, with additional improvements set for future releases that will target the process and passage of information inefficiencies.
  • Specifically, we are improving the security clearance processing timeline by acquiring new software that will help digitize the process and reduce time lost to administrative errors and handoffs. [The software was acquired March 2024.]
  • In addition to this, we are also working with Immigration, Refugee and Citizenship Canada to implement an information sharing arrangement later this year, based on consent to improve the screening process for permanent residents.
  • To further improve the application experience, we are also reviewing our common enrolment medical standard and requirements this year, as well as piloting a FAST PASS for certain occupations where the Canadian Forces Aptitude Test is waived until after enrolment.
  • We recognize there is more work to do and will be advancing the work in the coming months to ensure that we modernize and compete for diverse talent, without compromising the security or service standards of our members.

If pressed on recruitment of permanent residents:

  • The processing of applications is challenging and time-consuming with important and necessary measures that need to be completed, such as security checks and medical evaluations.
  • As well, the validation of security clearances generally takes longer for Permanent Residents, but we begin the process as soon as possible to reduce delays.
  • We recognize the importance of processing these applications as quickly as possible and are taking steps to increase the number of Permanent Residents who can enrol.
  • We will continue to work with other government departments, including Immigration, Refugee and Citizenship Canada, to optimize security screening and information sharing.

If pressed on additional initiatives:

  • To increase recruitment, the Royal Canadian Navy launched the 5-year trial Naval Experience Program in spring 2023, which provides individuals with the opportunity to experience the Navy as a sailor for a one-year contract.
  • Since its launch, the Naval Experience Program surpassed its first year intake goal of 140 enrolments and remains a popular intake program for the Navy.
  • The Naval Experience Program is also piloting an approach where applicants do not need to select their occupation before applying, but instead get to try out different opportunities.
  • The Royal Canadian Air Force has also stood up an attraction team with the aim of reaching more Canadians and generating interest in a career in the RCAF, including by participating in air shows, exhibitions, career fairs, and sport meets.
  • We also recognize that members face unique cost-of-living challenges due to job requirements.
  • That is why, in 2023, we instituted a pay increase for most Canadian Armed Forces members, in order to ensure that they remain fairly compensated for their continued and dedicated service.
  • Additionally, since January  2023, rations and lodgings have been free for members who have yet to complete their basic and initial career training, to help ensure they can start their careers on a solid financial footing. The Canadian Armed Forces is continuing to plan for the implementation of a probationary effect, as recommended by Justice Arbour, by expediting suitability screening, implementing new enrolment medical standards, and leveraging shorter duration initial entry contracts for select candidates to ensure we provide a safe and inclusive work environment for our members.

Key Facts

  • As of December 31, 2023, the CAF has received 53,213 applicants. Canadian citizens represent approximately 72.6% (36,473) of the total applicant pool, and Permanent Residents approximately 27.4% (13,740).
  • Between November 1, 2022, and February 21, 2024, approximately 25,000 Permanent Residents have demonstrated an interest in joining the CAF.
  • In 2023-2024 (as of 31 January 2024), 6,428 individuals joined the Regular Force and Primary Reserve, 16% of whom were women.
    • 2022-2023 intake: 7,173 individuals.
    • 2021-2022 intake: 8,071 individuals.
  • 2023 Pay Increases:
    • General service officers, pilots, medical and dental officers, and all non-commissioned members received a 12% pay increase over 4 years (2021-2024).
    • Colonels, Generals and Flag Officers received a 13% pay increase over 4 years, in line with other Government of Canada executives (2022-2025).
  • Indigenous Representation: 3.0% (as of December 2023); goal is 3.5% by 2026.
    • As of July 2023, the CAF is offering 5 Indigenous training programs nationwide, which combine military skills training and Indigenous cultural teachings.

Details

Indigenous Recruitment

  • National Defence implements a broad range of proactive and targeted recruitment programs aimed at increasing the representation Indigenous Peoples in the CAF. These programs and initiatives include:
    • 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: 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; Notably, it is the only Indigenous program focused on developing potential officers. Participants are enrolled into the Regular Force as Officer Cadets.
    • Primary Reserve Indigenous Summer Programs: Multiple six-week paid programs available, which integrate cultural teachings with military training. Participants who successfully complete a program are granted the CAF Army Reserve Basic Military Qualification.

Recruitment of 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) 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 February 22, 2024, there were 1,375 prospective applicants to the NEP program. These are individuals who have submitted an online application form. As of this same date, 146 NEP sailors have been enrolled.
  • As of February 22, 2024, 485 applicants were active in the Canadian Forces Recruiting Group’s (CFRG) system. Files are closed for various reasons, including enrollment, ineligibility, no further contact, or at the applicant’s request.
    • Of these active files, 3 offers had been tendered and 10 others had accepted their offers and were awaiting enrollment. There were a total of 13 applicants in the final stages of processing.

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.

Recruitment Digital Modernization Initiative (ReMit)

  • In response to recruiting challenges, National Defence has sought to create a modern, agile and human-centric recruitment system.
  • Full rollout of this system is expected for the first quarter of the 2024-25 fiscal year.
  • Some updates to the system expected through this initiative include:
    • Online personality inventory tests to enable the conduct of many steps without having to visit a recruiting centre.
    • Automated text 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.

CAF Reconstitution Directive

  • The CAF Reconstitution Directive, released in October 2022, focuses on two priority areas:
    1. People:
      • Canadians need 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.

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 4 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).

Other Compensation and Benefits

  • Environmental Allowances for austere working conditions.
  • Maternity Top-Up (93% of income for up to 15 weeks).
  • Paternity Parental Top-Up (93% of income for 35 weeks or 55.8% for up to 61 weeks).
  • Family medical and dental insurance coverage (Public Service Programs).
  • Canadian Armed Forces members are eligible to apply for military housing at 27 locations across Canada.
    • In addition to being eligible for military housing, the CAF offers members several benefits for relocation anywhere in Canada, including reimbursing legal and real estate fees.
  • New provisions for short-term leave for family reasons and for religious / cultural celebrations, as well as new compassionate leave for specific situations.
  • Updated separation rates for six locations across Canada.
  • Provision of telemedicine services via Canadian Forces Morale and Welfare Services (CFMWS) in partnership with MAPLE.

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Military Housing and Cost-of-Living Supports

(Includes lines on Shelter Charge Adjustments)

  • People are at the core of everything the Canadian Armed Forces does, and in addition to the 12 per cent pay raises we put in place last year, we are committed to ensuring the well-being of members and their families through improving military housing.
  • That is why we are investing $475 million over the next decade to tackle this important issue.
  • This funding will help to continue to build new housing at Bases and Wings across the country and renovate some of the almost 11,700 existing National Defence housing units.
  • In the last 5 years, National Defence has invested approximately $270 million in the improvement of the existing housing portfolio and in the construction of new units in Borden, Comox, Kingston, Moose Jaw, Trenton, and Shilo.
  • During this period, we have constructed 56 new housing units, with another 12 units currently nearing completion at 19 Wing Comox.
  • Further, we aim to begin construction of 12 units at 3rd Canadian Division Support Base Edmonton in May 2024.
  • Projects are in development at other locations where the need is greatest, including CFB Borden, CFB Esquimalt, CFB Kingston, and 8 ing Trenton.
  • National Defence is bringing together a team to tackle the policy, personnel, and infrastructure dimensions of housing and cost-of-living challenges in a comprehensive and coordinated way.
  • We are also working with local communities and contractors to explore innovative solutions, such as public-private partnerships, to build and manage new housing units on Crown land.
  • We are looking hard at what we can do, as well as how we can link into the work of other government departments and partners to ensure that Canadian Armed Forces members and their households have access to more accommodation options.

If pressed on shelter charge adjustments:

  • The Canadian Forces Housing Agency reviews and adjusts shelter charges annually to reflect changes in the local rental market.
  • Occupants receive at least three months notice of any changes to their shelter charges.
  • Following recent shelter charge adjustments, the national average increase for current occupants of National Defence residential housing units is around 4 percent, representing approximately $37 per month with rent control limits applied.
  • This review helps to ensure fairness and equity, regardless of whether our members choose to live in private sector accommodations or National Defence housing.
  • Shelter charges (excluding parking costs and utilities) should not exceed 25% of the combined gross household income of all occupants residing in the DND residential housing unit in any one year.

If pressed on cost-of-living supports:

  • We recognize that Canadian Armed Forces members face unique cost-of-living challenges due to their job requirements.
  • That is why, in 2023, we instituted a pay increase for most Canadian Armed Forces members, in order to ensure that they remain fairly compensated for their continued and dedicated service.
  • Additionally, since January 2023, rations and lodgings have been free for members who have yet to complete their basic and initial career training, to help ensure they can start their careers on a solid financial footing.
  • In order to address the rising cost of housing, we’ve implemented the Canadian Forces Housing Differential to provide support to members who have a difficult time affording basic housing in high-cost locations.
  • Lastly, dedicated financial counsellors are also available to provide financial support to Canadian Armed Forces members.

If pressed on CFHD/PPLD calculation:

  • CFHD is calculated to account for both the salary of a CAF member and their place of duty.
  • The rates are calculated so that CAF members are not required to spend 25% or more of their monthly income on housing.

Key Facts

  • National Defence maintains and operates approximately 11,700 residential housing units at 27 locations, through the Canadian Forces Housing Agency (CFHA).
  • Key cost-of-living supports:
    • Canadian Forces Housing Differential (CFHD) – it is estimated that about 28,000 Canadian Armed Forces members will qualify for this new housing benefit.
    • Provision Post Living Differential (PPLD) – this support will ease transition to the CFHD and will gradually decrease until the end of the policy in July 2026.

Details

Military Housing Investments

  • A full breakdown of new residential units built since 2018 is included below:
new residential units - 2018
  FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 Total
Borden - - 12 - - - 12
ComoxFootnote 1 - - 12 - - - 12
Kingston - - - 2 - - 2
Moose Jaw 6 - - - - - 6
Shilo - - - - 8 6 14
Trenton 10 - - - - - 10
Total 16 - 24 2 8 6 56
  • Investments have also been made to renovate existing residential housing units, in order to ensure that the housing portfolio continues to meet the needs of CAF members.
  • Over the next 10 years, $475 million (2023-24 to 2032-33) will be invested in the residential housing program. This funding will be invested towards the construction of new housing units at Bases and Wings where the need is greatest.
    • Current construction projects include:
      • A 12-unit apartment building at 19 Wing Comox, British Columbia (ready for occupancy by end of winter 2024)
      • Two 6-unit apartment buildings at 3rd Canadian Division Support Base Edmonton are expected to begin construction in Spring 2024. These will be the first net-zero apartment buildings.
        • Plans are also underway to begin constructing new housing units at CFB Borden, CFB Esquimalt, CFB Kingston, and 8 Wing Trenton.
        • On-site work in Edmonton is anticipated to begin in May 2024. Meanwhile, buildings in CFB Kingston and CFB Borden are currently being designed, with construction anticipated to begin in late 2025 or early 2026. Projected timelines for construction at CFB Esquimalt and 8 Wing Trenton are still in development.

    Shelter Charge Adjustments

    • For 2024-2025, the national average shelter charge increase for current occupants of National Defence residential housing units will be 4.2%, representing approximately a $37 per month increase with rent control limits applied.
    • Details of specific provincial and territorial adjustments are as follows:
    new residential units - 2018
    Province Rented Accommodation CPI % changes to be applied for 1 April 2024 2024 Provincial Rent Control Limits
    British Columbia 5.8% 3.5%
    Nova Scotia 9.3% 5.0%
    Saskatchewan 2.1% N/A
    Ontario 6.8% 2.5%
    New Brunswick 5.0% N/A

    Cost-of-living Supports

    • Canadian Forces Housing Differential (CFHD) – The CFHD replaces the Post Living Differential (PLD) and took effect on July 1, 2023. Whereas PLD was based on general cost-of-living (i.e., housing, groceries, transportation, childcare costs, etc.) in the geographical area, compared to Ottawa/Gatineau, CFHD provides varying degrees of financial assistance toward housing at each place of duty.
      • It is estimated that about 28,000 CAF members will qualify for CFHD.
    • Provisional Post Living Differential (PPLD) – The PPLD took effect July 1, 2023, and will ease the transition from PLD to the CFHD. The 15-year rate freeze of PLD created an environment where members became accustomed to the allowance when cost-of-living stressors were eased through pay increases and local economic factors.
      • The PPLD will cease on June 30, 2026.
    • Pay Increases – In 2023, general service officers (Lieutenant-Colonel and below), pilots, medical and dental officers, and all non-commissioned members received a 12% pay increase over 4 years (from 2021 to 2024). Meanwhile, Colonels, Generals and Flag Officers received a 13% pay increase over years (from 2022 to 2025).

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Canadian Armed Forces Readiness

  • In an increasingly challenging international security environment, the Canadian Armed Forces will continue to be called on to operate across the globe.
  • Whether that is at home defending against forest fires, in North America through our commitment to NORAD, in Latvia supporting NATO, or in the Indo-Pacific engaging with regional partners, the Canadian Armed Forces must be ready to contribute to peace and stability internationally.
  • That is why we will continue to prioritize efforts that strengthen our ability to field combat-ready forces and meet Canada’s defence objectives.
  • For example, to increase interoperability, the Canadian Armed Forces will continue to participate in training scenarios in domestic, continental, and international contexts with allies and partner nations.
  • Most recently, approximately 1,000 sailors, soldiers, aviators, and special forces members from the Canadian Armed Forces participated in Exercise STEADFAST DEFENDER in Europe, the largest NATO exercise in decades.
  • Further, in order to meet rising and concurrent deployment needs, National Defence will continue to prioritize recruitment and retention efforts.
  • We are focusing on targeted retention – especially for specialized technicians – to provide immediate support to critical military capabilities that are the most impacted by personnel shortages.
  • In addition, we are carrying out focused engagements with communities across Canada – particularly under-represented communities – to increase our outreach to prospective members.
  • National Defence is also undertaking a number of initiatives to ensure the availability and serviceability of critical equipment, in order to achieve our training and readiness objectives.
  • For example, through the Canadian Army Equipment Readiness Program, we are working to ensure that the serviceability of equipment is maintained, and that inspections are monitored.
  • We are also making key investments to equip our soldiers, sailors, and aviators with modern and effective equipment, including new F-35 fighter aircraft, Armoured Combat Support Vehicles, and new air defence systems.
  • Our goal remains to grow the Canadian Armed Forces and to enhance the military’s readiness, so we continue to meet international and domestic operational commitments to protect Canadians now and in the future.

If pressed on readiness placemat:

  • I appreciate the ongoing public discussion that is taking place about the state of CAF readiness.
  • It is important that we discuss the critical role played by our women and men in uniform, as well as the important investments that are needed in our military.
  • We’ve made significant strides to equip the CAF and improve recruitment, but there remains much work ahead.
  • For example, we are committed to investing in new capabilities for our military, as well as maintaining existing equipment and assets.
  • We will also continue to work with industry partners, in order to create the certainty that they need to meet our requirements.
  • Lastly, we are continuing to implement innovative measures to fill the gap in recruitment and retain members who have already committed to a career in the CAF.

Key Facts

  • As outlined in the 2024-25 Departmental Plan, at least 61% of force elements were ready for force operations in accordance with established targets as of 2022-23.
    • National Defence has set 90% as a target to achieve related to this metric by 31 March 2025.
  • In fiscal year 2022-23:
    • 51.2% of maritime fleets were serviceable to meet training, readiness and operational requirements.
    • 56% of key land fleets were serviceable to meet training, readiness and operational requirements.
    • 43.9% of aerospace fleets were serviceable to meet training, readiness and operational requirements.
  • As outlined in Strong, Secure, Engaged, the authorized target strength of the CAF Regular Force is 71,500, and that of the Reserve Force is 30,000.
  • National Defence’s current force strength is approximately 63,500 Regular Force and 22,500 Reserve Force members, representing approximately 15,500 short of our authorized strength.
  • As of 31 January 2024, the Trained Effective Strength of the Regular Force is 52,835 (or about 83% of our Regular Force).
    • This represents members who have reached the Occupationally Functional Point (OFP), meaning they are fully trained in their occupation.

Details

Readiness Levels

  • The 2024-25 Departmental Plan outlines the Canadian Armed Forces (CAF)’s current readiness levels, as well as its objectives for the next fiscal year.
  • Notably, the Departmental Plan highlights that in fiscal year 2022-23, only 61% of force elements were ready for operations in accordance with established targets. This represented a decrease of 10%, compared to fiscal year 2021-22.
    • The Plan sets a target for 90% of force elements to be ready for operations by 31 March 2025.
  • Further, the Plan also outlines the readiness levels of each environment (Land, Air, and Sea). Readiness across all three environments has decreased over the last three fiscal years, with aerospace fleets being the least prepared of all three environments.

Increasing Readiness

  • Training – To increase all domain integration, interoperability, and engagement between Canada and other nations, the CAF will conduct and participate in training scenarios in domestic, continental, and international contexts in support of force readiness.
    • For example, the CAF is currently participating in Exercise STEADFAST DEFENDER 24 in Europe, and will contribute to Exercise RIMPAC 24 in Hawaii and BOLD QUEST in the United States, as well as a number of other multilateral exercises over the coming year.
  • Recruitment – To ensure that the CAF can continue to force generate capable and ready forces, National Defence will continue to prioritize reconstitution efforts, as well as recruitment and retention initiatives.
    • The number of persistently deployed personnel on existing expeditionary operations is anticipated to rise from 1,150 to nearly 2,000, as a result of Canada’s heightened commitment to Operation REASSURANCE, which is set to escalate to a Brigade-level deployment starting in fiscal year 2024-25.
    • This will extend the Canadian Army to its maximum sustainable capacity, necessitating continued reliance on contributions from the Army Reserve for both domestic and expeditionary operations.
    • In order to meet this need, the CAF will continue to implement the Soldier Readiness Policy-Reserve, which is a set of standards to ensure that Army Reservists have the highest possible readiness for service.
    • Additional recruitment and retention initiatives can be found in the Recruitment, Retention and Reconstitution note (Tab 06).
  • Equipment – To ensure that the CAF is ready to conduct concurrent operations from an equipment and materiel readiness perspective, National Defence will continue to prioritize initiatives that focus on improved materiel readiness.
    • The Modernization and Integration of Sustainment and Logistics project, the Automatic Identification Technology project, and the Materiel Planning and Forecasting project will all improve materiel accountability, cost savings, and the resilience of the supply chain.
    • National Defence is also working with industry and government partners to streamline the defence procurement process and implement more agile and innovative procurement approaches.
    • This includes efforts to strengthen the capacity of its procurement specialist workforce, in order to ensure that it has the capacity and the expertise necessary to advance procurement projects.

Current Trained Effective Strength

  • As of 31 January 2024, the Trained Effective Strength (Regular Force) and post-Operational Functional Point (OFP) of members (Primary Reserve) of the Army, Navy, and Air Force, broken down by component, are as follows:
component
  Regular Force Primary Reserve
Royal Canadian Navy 8,561 3,045
Canadian Army 28,624 16,817
Royal Canadian Air Force 15,650 2,162
Total 52,835 22,024

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Health Care and Transition Services for CAF Members

Health Services

  • National Defence recognizes that we have a duty to take care of our people who put service before self, which is why we prioritize the long-term health and wellness of our military members.
  • Unlike any other institution, the provision of health care to our members is the responsibility of the Canadian Armed Forces, and not the provinces or territories where they live.
  • This is achieved primarily through the Canadian Forces Health Services Group, which is responsible for the care and well-being of about 64,000 Regular Force members, as well as Reserve Force members on operations or full-time service.
  • The Health Services Group is a key enabler to our military missions around the world through pre-hospital care, primary and surgical care, and specialized care.
  • Here at home, the Health Services Group provides health services through 37 primary care clinics across the country, 31 of which offer specialized in-house mental health care.
  • In fact, the Canadian Armed Forces’ mental health program has been recognized by our NATO allies and civilian organizations for its robust approach to mental health care, stigma reduction initiatives, and research, training, and awareness programs.
  • We are also taking concrete steps to make our health resources and services more inclusive, including by actively hiring staff for military health clinics with a women and diversity focus, as well as specialists to research and guide related new programming and education.

Transition Services

  • Given the unique nature of military jobs, sometimes our members become significantly ill or injured and may require enhanced support through a return-to-work program, transition within the Canadian Armed Forces, or to post-military life.
  • In close collaboration with Veterans Affairs Canada and other valued partners, we have 27 transition centres at bases and wings across Canada that deliver professional, personalized, and standardized transition services and casualty support.
  • The Canadian Armed Forces Transition Group became fully operational as of April 1, 2024, and is now the default transition process for all Regular Forces members transitioning out of the military.
  • The Group is also in the process of expanding its services to members of the Primary Reserves, Cadet Organizations Administration and Training Service, and the Canadian Rangers.

If pressed on health resources and services for CAF women:

  • The Canadian Forces Health Services Group has established the Directorate of Women and Diversity Health, which aims to optimize prevention and care for women and diverse members.
  • The Directorate is using an intersectional lens to improve women and diverse members’ physical, mental, and psychosocial wellbeing.
  • In addition, the CAF is actively hiring new staff for CAF health clinics to provide a broad spectrum of primary care for women and diverse members, including supplementing areas such as fertility and reproduction through strengthened pre- and post-natal support.
  • Women members often face challenges related to accessible and private spaces to pump breast milk, and for this reason, we have made 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.

Key Facts

Total Health and Wellness Strategy

  • The Defence Team Total Health and Wellness Strategy was released in March 2022 and establishes a strong, holistic, evidence-based approach to health and wellness across the institution.
  • The Strategy includes an Action Plan that defines 40 distinct initiatives aimed at addressing deficiencies and improving the balance, integration, and alignment of health and wellness efforts across the institution, including but not limited to:
    • Enhancing health services for ill and injured personnel by increasing support to occupational therapy and case management;
    • Enabling virtual care platforms to support secure and convenient health communications options for patients; and
    • Modernizing the Military Family Support Program.

Mental Health Support

  • The Mental Health Program offers specialized mental health services to CAF members who are referred by their physician.
  • Mental health care is provided by psychiatrists, psychologists, social workers, mental health nurses, addictions counselors and health services chaplains.
  • The Mental Health Program also provides specialized services such as Addiction Services and the Operational Trauma and Stress Support Program.
  • The Road to Mental Readiness (R2MR) is a performance and mental health training and education program to improve well-being and short-term performance, while mitigating any negative long-term mental health problems for CAF personnel and their families.

Canadian Armed Forces Transition Group (CAF TG)

  • December 2018: CAF TG was stood up, per direction from Canada’s defence policy, Strong, Secure, Engaged.
  • CAF TG is comprised of nine Transition Units located across the country, supporting 27 Transition Centres that provide a one-stop centre for CAF members, veterans, and their families.
  • Transition does not automatically mean leaving the Forces – CAF TG offers services and programs to support the return to duty of our members.
  • These could include reintegrating them back into their home units or helping them transfer their skills and experiences to new CAF career paths, such as through occupational transfers.
  • CAF TG has also developed and implemented several digital tools to support transitioning members and their families, including a Military Career Transition portal and a “My Transition” app to plan and manage all transition-related activities.
  • CAF members can also consult with Transition Advisors who can help connect them to resources, services, and supports as they transition to civilian life.

Details

CAF Spectrum of Care

  • The CAF Spectrum of Care provides direction to CAF health care providers, Base/Wing Surgeons, Dental Detachment Commanders, the CAF chain of command and CAF members.
  • It authorizes the use of public funds to ensure that CAF members have access to a standard of health services that is comparable overall to that received by Canadians under provincial health care plans.
  • The Spectrum of Care consists of six parts:
    • Comprehensive Medical Care;
    • Supplemental Health Care;
    • Occupational Health Care;
    • Preventive Medicine;
    • Health Promotion; and
    • Comprehensive Dental Care.

Women’s Health Initiative

  • The Women’s Health initiative and integrated Health Care for Diversity plan involves four lines of effort:
    • Health care;
    • Illness and injury prevention;
    • Research and engagement; and,
    • Quality and performance assessment.
  • The Women’s Health initiative aims to provide:
    • Enhanced access to care and services informed by best practices related to women’s health care;
    • Research dedicated to women’s general health, well-being and performance and how these are influenced by military occupations and demands;
    • A robust quality and performance measurement process to monitor the results of these initiatives; and
    • Mission-specific health service support considerations, including treatment options and/or evacuation to the next most appropriate level of care.

CAF Transition Group (CAF TG)

  • The CAF Transition Group (CAF TG) recognizes that each individual CAF member has their own unique experiences and identity factors that need to be considered. As such, CAF TG has a tailored transition process that is founded upon the seven domains of well-being:
    • Purpose,
    • Finances,
    • Health,
    • Social Integration,
    • Life Skills,
    • Housing and Physical Environment,  
    • Cultural and Social Environment.
  • CAF TG offers three key programs that support members, veterans, and their families:
    • The Operational Stress Injury Social Support Program (OSISS) provides peer support to CAF members, veterans, and their families who are living with an Operational Stress Injury.
    • Helping Our Peers by Providing Empathy (HOPE) supports members and military families who have lost a loved one. With continuous peer support and education on grief, the program helps bereaved individuals to better understand and provide coping strategies during the process of grief unique to the military profession.
    • Soldier On is a Canadian Forces Morale and Welfare Services Program that contributes to the recovery of ill and injured members and Veterans by providing opportunities and resources through sport, recreational, and creative activities.

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Base Strike

  • No Staff of the Non-Public Funds, Canadian Forces positions are paid below the minimum wage rate.
  • In April of last year, non-unionized Staff of the Non-Public Funds, Canadian Forces positions received a pay increase to ensure wages remain comparable with other organizations and to address wage compression.
  • Some wage increases for unionized staff also occurred due to the increase in the Federal Minimum Wage, which have been implemented in line with Staff of the Non-Public Funds, Canadian Forces collective agreements.
  • Contingency plans are in place so that we can continue to serve our members.
  • We are hopeful that the parties can reach a negotiated agreement at the table and remain dedicated to the collective bargaining efforts aimed at achieving a fair contract for our employees.

Key Facts

Ongoing Strikes

  • The Public Service Alliance Canada (PSAC) union, which represents some of the Category I employees at Staff of the Non-Public Funds, Canadian Forces (SNPF, CF) across multiple bases, and SNPF, CF have reached an impasse during collective bargaining negotiations.
  • These locations include Valcartier, St-Jean and Bagotville in Quebec, as well as Kingston and Petawawa in Ontario and Headquarters (HQ) in Ottawa.
  • These employees have been in a legal strike position as of January 8, 2024 (Kingston was in a legal strike position as of December 14, 2023, and Petawawa as of December 12, 2023).
  • There have been picket lines at these locations since January 15.
  • SNPF, CF (the employer) returned to the bargaining table the week of  February 20th, 2024, with the assistance of a mediator. The union walked away from the table.
  • Services that could be impacted include – but are not limited to – physical fitness facilities, CANEX (military retail store), and recreation programs.
  • Non-unionized management employees have been providing services that are required to be delivered to the Canadian Armed Forces and their families.
  • Each location has an operational committee responsible for supporting the organization through a strike by ensuring minimal disruptions to key operations, as well as the protection of personnel, property and facilities.
  • As a result of the strike, some activities have been modified, suspended or discontinued.
  • Some of the required work previously performed by striking staff is being performed by managerial staff.
  • Plans are devised to continue providing certain services and mitigate impact on other services through strategies like reduced facility opening hours and rescheduling programming.

Details

Staff of the Non-Public Funds, Canadian Forces (SNPF, CF)

  • The SNPF, CF is a separate employer established under the Financial Administration Act, Schedule V.
  • Employees are public servants but not part of the core public administration.

The relationship between Staff of the Non-Public Funds, Canadian Forces (SNPF, CF) and Canadian Forces Morale and Welfare Services (CFMWS)

  • CFMWS is responsible for administering Non-Public Property on behalf of the Chief of the Defence Staff and for delivering selected public morale and welfare programs, services, and activities to eligible members and their families.
  • CFMWS, which is an administrative construct, uses Staff of the Non-Public Funds Canadian Forces (SNPF-CF) employees to deliver morale and welfare programs and services to the Canadian Armed Forces community.
  • While CFMWS programs and services are mandated by the Canadian Armed Forces, CFMWS/SNPF, CF employees are public servants but not employed by the Treasury Board.

House Standing Committee on National Defence (NDDN)

  • During meetings of the House Standing Committee of National Defence (NDDN), Committee members – particularly from the New Democratic Party (NDP) – have expressed concern that SNPF, CF is allegedly hiring for non-public funds jobs that are below the federal minimum wage. No positions are below federal minimum wages.
  • In a response to a Question Taken on Notice stemming from the Minister’s appearance on his mandate and priorities in September 2023, National Defence emphasized that no SNPF, CF positions are paid below the minimum wage rate. In addition, National Defence noted that some wage increases for unionized staff have occurred due to the increase in the Federal Minimum Wage. We also know that Federal Minimum wages will increase as of 01 April 2024, and we will abide by those changes.

Adjournment Debate

  • On 5 February 2024, during adjournment proceedings, Ms. Mathyssen raised the issue of the strike by Non-Public Funds workers.
  • The Parliamentary Secretary to the Minister of Environment and Climate Change responded by highlighting the important role played by CFMWS/SNPF, CF in supporting the Canadian Armed Forces and called on both sides to continue efforts to achieve a negotiated settlement at the bargaining table.

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Public Service Commission Data Transfer Issue

  • National Defence recognizes the contribution of Canadian Armed Forces members, and the skillsets they can bring to the federal public service.
  • That is why, over the years, National Defence has worked with the Public Service Commission, as well as other departments and agencies, to support military members.
  • I understand that National Defence worked extensively with the Public Service Commission to re-establish the data transfer and restore the mechanism in question.
  • National Defence is further supporting efforts by the Public Service Commission to review the potential impacts on members of the Canadian Armed Forces.
  • This also includes assisting with the upcoming independent review and any requests for information regarding specific advertised external selection processes.
  • Members of the Canadian Armed Forces are a remarkable source of talent, bringing a wealth of experience and skills to the table, and I look forward to continuing to support efforts to leverage this talent in our federal public service.

Key Facts

Memorandum of Understanding with Public Service Commission:

  • In 2015, National Defence, Veterans Affairs Canada, and the Public Service Commission (PSC) entered into a MoA for the disclosure of personal information in support of newly enacted preference and mobility entitlements for veterans and CAF members under the Public Service Employment Act.

Data transfer issue:

  • An issue was discovered with the data transfer process from November 12, 2020, to January 19, 2024, which resulted in some veterans not being properly identified for preference and CAF members not being identified for mobility entitlements.
  • As of January 19, 2024, the data transfer process error has been corrected and has fully synchronized in the Public Service Resourcing System (PSRS).
  • For ongoing appointment processes, hiring organizations were asked to refresh the status of applicants on all processes from which appointments can be made to identify veterans eligible for preference.
  • A communication was sent on February 29, 2024, instructing all PSRS administrators to refresh the status of applicants on all active job processes as soon as possible, in addition to a reminder sent March 5, 2024, to conduct the refresh by 5:00 p.m. that same day.

Details

  • The President of the King’s Privy Council for Canada is responsible for the Public Service Commission of Canada (the agency) in accordance with the Financial Administration Act and for tabling the agency’s annual report under the Public Service Employment Act (PSEA). The agency reports independently on its mandate to Parliament. Pursuant to the PSEA, the PSC has exclusive authority to make appointments to and within the public service, and delegates its appointment authorities to deputy heads for their respective organizations.
  • In 2015, the veterans Hiring Act amended the PSEA to help eligible veterans and CAF members find federal public service jobs through 3 mechanisms (see details in Annexes A and B):
    • Priority entitlements: veterans who are medically released have a priority entitlement and are appointed first when they meet the essential qualifications.
    • Preference: veterans who meet the essential qualifications for jobs open to the public are appointed before other Canadian citizens and permanent residents.
    • Mobility: veterans and CAF members can apply to internal jobs as though they were public servants in the area of selection.

The Issue

  • The transfer of data between the PSC and DND in support of the preference and mobility entitlements became inoperable on November 12, 2020. A number of veterans and CAF members may have missed opportunities due to the issue.
  • This issue was due to a DND-issued PSC account credential having expired, which resulted in the PSC not being able to receive the most recent veteran and CAF member data. DND did not track the validity period of this specific account credential and had no visibility on it since it was integrated within a DND database in the process of being phased out.
  • At this point, while the issue of the data transfer was known by the PSC, the full impact of not being able to access this data was not fully understood.
  • In November 2023, DND and PSC both gained a common understanding and a full awareness of the impact resulting from the account credentials having expired and the fact that data was missing. Senior management was informed in late December and January, which has triggered an immediate and in-dept fact-finding, validation, and impact analysis.
  • PSC and DND worked together towards a resolution; the data transfer process was re-established and validated in PSRS on January 19, 2024.

Actions taken by National Defence

  • National Defence is actively refreshing all CAF and veteran data across all externally advertise selection processes.
  • National Defence is working on a new Memorandum of Understanding with PSC.
  • DND is also migrating off the legacy web service to the new Managed Secure File Transfer solution, which is pending review with PSC.

Actions taken by Public Service Commission

  • Work is underway to identify the nature and scope of the impact of the issue on veterans’ preference rights and the mobility rights of eligible CAF members and veterans. This will include an audit, in collaboration with departments.
  • The PSC is also considering a range of options to address the matter for those impacted. At the same time, the PSC will work with veterans Affairs Canada and National Defence to improve how it supports the hiring of veterans and CAF members.
  • The PSC will proactively reach out to departments and agencies and affected veterans and CAF members to advise them of the issue.

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