Reintegration framework: Commit

Actions

• Reintegration efforts and actions remain, foremost, sensitive to the needs of the affected person(s), and the impact on their safety, health and well-being.
• Determine, at the appropriate level of authority, the respondent’s moral authority to lead or command depending on scope and level of responsibility.
• Depending on the nature of the case, an Advisory Committee may be constituted at the appropriate level of authority; the VCDS will be involved and CDS will be informed in the case of all GOFOs and Command CWOs and CPO1s (e.g. CAF Senior Leaders for General Flag Officers).
• Establish a Reintegration Plan in consultation with stakeholders. If applicable, engage the Integrated Conflict and Complaint Management (ICCM) services to inform a restorative approach.
• In cases where sexual misconduct is involved, engage the Sexual Misconduct Support and Resource Centre (SMSRC).
• Continue to check in with the respondent, to confirm they feel supported throughout the Reintegration Plan.
• Foster cohesion with collaborative and inclusive efforts at unit level through restorative services to support the unit in the reintegration.
• When making determinations regarding promotions, awards and recognition, and career management, consult Chief Military Personnel (CMP) expertise.
• Bearing in mind privacy considerations, capture lessons learned to contribute to institutional learning and the Canadian Armed Forces’ (CAF) culture change journey.
• In cases where it is known that an officer or non-commissioned member is released due to an Administrative Review related to misconduct, or with the notation on their record of released under Items 1 or 2 or 5F IAW QR&O Vol 1, Chapter 15, additional care should be given to Conflict of Interest or Post-Employment restrictions before being invited in the workplace in any capacity.

Communications

• Communicate the intent for a Reintegration Plan to the affected persons, the respondent, the chain of command, and also the team in which reintegration will take place to reinforce confidence in leadership decisions and organizational trust.
• Inform the VCDS of conduct deficiencies of GOFO, CWO and CPO1 in order that the VCDS may inform the MNDO as necessary.
• Ensure Public Affairs has the information needed for internal and external communications, as required.

Considerations

In establishing a Reintegration Plan, consider the following:

• Restorative efforts are an effective element in a successful reintegration plan, particularly when the needs and goals of every participant are heard and addressed;
• Assignment, workplace location, supervision changes and any restrictions as risk warrants;
• Separating the affected person and the respondent if they are within the same work environment;
• Subsequent Remedial Measures or Administrative Review;
• Learning Plan considering precedents from lessons learned from previous similar cases (guidance available from Chief Professional Conduct and Culture Training and Education);
• Engaging support groups or support circles;
• Determining if there are barriers or concerns preventing access to the required support, resources or information;
• Impact of stress on ability to function in workplace;
• Review changes made to duties following the incident to ensure they are still effective and/or necessary;
• Progressive reintegration taking into account the work environment and affected member needs;
• Be mindful of anniversary dates of significant points related to the incident. As they approach, consider well-being and coping of respondent; and
• Consider actions at the team and unit level to rebuild trust, foster cohesion and, if applicable, to address the root cause of perceived harm and prevent future harm.
• For cases involving Senior Leaders, consider seeking advice from the CPCC Advice Committee through CPCC COS.
• Be mindful of Respondents returning to the workplace if it is known that their employment was terminated by the Employer due to misconduct or criminal behaviour, whether as contractors, consultants, guests or attendees at work-related events.
• Be mindful of Respondents returning to the workplace who were released honourably but subsequently committed an illegal or criminal act, or engaged in questionable behaviours or activities, that are not illegal, but could reflect negatively onto the CAF.
• Consider when making determinations related to honours, awards, recognition and promotion that CAF leaders, both serving and retired, are the standard-bearers that uphold the CAF Ethos. The criteria used by all leaders when making these choices needs to be entirely aligned with our ethos and transparently communicated to all to reinforce acceptable conduct and behaviour. In practice, we should only promote, celebrate, and honour individuals that best reflect our ethos (Source: Trusted to Serve).

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