Sexual Misconduct Response Centre - Status Report - SMRC Transition
Over the past several months, SMRC leadership and staff have worked to transition the SMRC from the Vice Chief of the Defence Staff's (VCDS) administrative and financial authority to creating its own required administrative processes and authorities as a new organization reporting to the Deputy Minister. Setting up the administrative framework for an organization is demanding, and the SMRC is thankful for the assistance and ongoing support provided by the VCDS group as well as the staff from the Deputy Minister’s Office.
Several administrative processes were established in order for the SMRC to comply with departmental and government of Canada policies. A Business Continuity Plan was drafted to ensure uninterrupted, continued service to CAF members should SMRC’s premises become inaccessible. In addition, counsellors were equipped with the necessary tools to conduct sensitive research typically restricted under the existing Defence Information Network.
SMRC staff's attention was simultaneously focused on meeting other pressing requirements in order to be delegated financial authorities. As of 1st April 2016, the SMRC has been allocated its first budget of $2.1M.
Figure 3: SMRC Budget Allocation FY 2016/17
Figure 3: SMRC Budget Allocation FY 2016/2017: The model shows that as of 1st April 2016, the SMRC has been allocated its first budget of $2.1M: $1,29K was allotted to supportive counselling and facilitated access, 316K to outreach and $509K to the other category.
Organizational Model and Staffing
As a result of being stood up very quickly in September 2015, SMRC recruited staff and counsellors through short-term staffing options such as internal assignments and casual employment. SMRC is most appreciative of the collaboration from internal partners in providing key resources with the required skills and competencies to create this new organization. Within a few months of operations, the need to review and bring stability to the current organizational model also became a pressing priority. SMRC benefited from the knowledge and experience gained during these few months to better understand the needs of CAF members affected by inappropriate sexual behavior which, in turn, served to identify the competencies required for counsellors and to solidify its services.
During the current reporting period, the management team, assisted by Human Resources, invested considerable time and effort to identify key activities for all positions within SMRC. For certain positions such as communications and administrative or program support, SMRC was able to use collective work descriptions to proceed with deployments or appointments. Given the uniqueness of SMRC’s services within CAF, DND and the larger Public Service, however, new work descriptions were created and classified for positions such as counsellor, senior counsellor and team leader.
In advance of extending its hours of operation, SMRC conducted an analysis of resource requirements and was successful in recruiting additional counsellors with the required competencies as well as other staff to assist through this transition. The SMRC has made tremendous progress in increasing and in stabilizing its staffing complement. In this reporting period, SMRC has had 16 civilian staff and three military liaison officers who act as senior military liaison between the SMRC and the CAF.
The Military Liaison Team does not have access to any of the confidential information captured by SMRC counsellors.
Case Management System
Since its inception, the SMRC dedicated significant time and effort, in collaboration with a team from the Assistant Deputy Minister (Information Management), to the development of a more robust case management system. Given its rapid opening, the SMRC was using a rudimentary data collection tool. Although the system was in a protected environment, the utility of the tool was limited. An enhanced understanding of members’ needs and the service delivery process were instrumental in the collection and development of a new case management system. The information available through the new system will provide information on trends that will be invaluable to the CAF. The new system has been operational since 12 May 2016.
Governance
During this six-month reporting period, the SMRC solidified several key elements of governance. The decision-making authority for the SMRC, an organization separate from the CAF and within the Department of National Defence, is the Deputy Minister. That said, the Deputy Minister must exercise that authority with the best information and with the assurance that all relevant options have been considered and that stakeholders have been consulted and are in agreement. Accordingly, the SMRC must have formal mechanisms in place to ensure consultations have taken place and that its services and operational model meet organizational needs. Strong governance will ensure the SMRC can be responsive to the needs of the CAF as an effective victim-support organization, and align its services with leading practices in the field.
The SMRC will receive guidance, which will figure largely in recommendations to the Deputy Minister, from two separate bodies. The first, which is internal, is the Canadian Forces Personnel Management Council (CFPMC) which provides senior leadership review and advice on issues and plans affecting the management of military personnel. As the Centre is mandated to serve CAF members, the CFPMC will provide situational awareness on CAF personnel issues and trends, and advice related to the ongoing development and implementation of future plans. While separate from the CAF, the SMRC must be responsive to the needs of its members. The Deputy Minister and Chief of the Defence Staff agreed that the CFPMC is well suited to ensure SMRC provides services that meet CAF’s needs.
The second body is a planned External Advisory Council which will be comprised of a group of recognized experts in sexual misconduct. Experts will be chosen who occupy positions in academia, victim services or represent other uniformed agencies. The External Advisory Council will provide guidance to the SMRC and advice to the Deputy Minister on leading practices in victim support and sexual misconduct over the course of the next year.