2025-2026 Annual Report

Ombudsman’s message

This annual report marks my first full year as the National Defence and Canadian Armed Forces Ombudsman following my appointment in July 2025. I would like to acknowledge the strong foundation established prior to my arrival and thank the dedicated team within the office for their continued professionalism, commitment, and expertise during this period of transition.

Over this reporting period, my focus has been on understanding the experiences of members of our Defence community, strengthening the visibility and accessibility of our office. This includes the addition of the Canadian Coast Guard to our mandate in September 2025. We have begun engaging with Coast Guard personnel to raise awareness of our services and support their integration into the Defence Team.

Throughout the year, we supported members of the Defence community in addressing individual concerns while continuing to identify systemic issues requiring leadership attention.

This year, our office published a report on the Primary Reserve Force, Marking Time: A Decade of Stalled Progress for the Primary Reserve, a follow-up to our 2016 Reserve Force reports. Our review confirmed that the issues identified nearly a decade ago remain unresolved, largely due to persistent systemic barriers. Addressing these gaps is essential to improving access to health services and fair compensation for ill and injured Reservists. We will continue to closely monitor the implementation of our recommendations to ensure sustained progress and measurable impact. 

Parliamentary engagement

Establishing relationships with Parliamentarians was a key priority this year. We appeared before the House of Commons Standing Committee on National Defence at the outset of my tenure to share early observations on issues affecting the Defence community. I also met with Members of Parliament to share insights and concerns raised by constituents during my outreach visits to CFB Trenton and Garrison Petawawa.

International engagement

We continued to engage with international counterparts, including participation in forums with allied military ombuds institutions such as the 17th annual International Conference of Ombuds for Armed Forces (ICOAF). This work supports the exchange of best practices and strengthens oversight approaches globally.

Notably, we were honoured to support work led by the Geneva Centre for Security Sector Governance (DCAF), including an engagement in Kosovo to strengthen complaints-handling mechanisms and participation in a roundtable in Armenia on human rights in the armed forces.

As oversight bodies, we share a common purpose: safeguarding the rights, well‑being, and dignity of military personnel while reinforcing trust, transparency and accountability in the institutions that serve them. Engagements such as these are essential for building robust, people‑centered complaints mechanisms—supported by clear procedures, strong safeguards, and an unwavering commitment to protecting individuals from reprisal and ensuring their concerns are heard and addressed. It was a privilege to contribute to these discussions, exchange best practices, and learn from colleagues dedicated to advancing fair and effective oversight. 

In addition to our international involvement, we have applied to be a part of the International Ombudsman Institute. This will allow us to continue to being involved at the international level, and exchange best practices with our counterparts from around the World.

Looking ahead 

Looking ahead, an important area of focus will be foundational work to strengthen the independence of the office, consistent with international standards for military oversight. Independence is fundamental to our ability to build trust with those we serve, and to ensure transparency and accountability across the Defence community.

Our international counterparts—including our Five Eyes partners and other military ombuds institutions—operate under clear legislative mandates that reinforce their independence and effectiveness. Canada must ensure that its framework reflects these best practices. 

In fiscal year 2026-2027, the Department of National Defence plans to undertake an independent review of the office of the DND/CAF Ombudsman in response to Recommendation 103 of Justice Fish's Third Independent Review of the National Defence Act. Recommendation 103 presents an important opportunity to examine the governance and independence of the office. Any future assessment should be informed by internationally recognized standards, including the Principles on the Protection and Promotion of the Ombudsman Institution (the "Venice Principles")^{Footnote 1} , which affirm the importance of institutional independence and protection from undue influence by the organizations subject to oversight.

An Ombudsman office needs to be firmly grounded in legislation, enabling it to operate with the highest level of independence, credibility, and impact. Strengthening this foundation will ensure we remain a trusted, accessible, and effective avenue of recourse for members of the Defence community.

We have updated our client satisfaction survey to better understand how constituents perceive the independence of our office, the importance they place on that independence when raising concerns, and any barriers they may face in accessing our services. Individuals need to feel comfortable coming forward. These insights will help inform ongoing discussions on the role and importance of legislation in supporting the office’s continued impact for the Defence community.

As the Defence Team continues to evolve, our commitment remains unchanged: to ensure everyone we serve is treated fairly, respectfully, and with dignity. We remain dedicated to resolving individual concerns while contributing to meaningful, lasting improvements across the Defence community. 

I would like to thank the dedicated staff of the office of the Ombudsman as well as all those who took the time to engage with us this year.

Mario Baril 
Ombudsman 

Director General, Operations’ message

The 2025–2026 fiscal year was another demanding year for the office. We continued to see historically high complaint volumes. At the same time, the issues brought forward by members of the Defence community were increasingly complex, urgent, and deeply personal, occurring within systems that continue to evolve in response to operational and institutional demands and changing needs. Over the past four years, new case volumes have risen significantly—from 1,554 in 2022–2023 to 2,674 this year—reflecting both sustained pressures within Defence systems and the continued confidence constituents place in accessible, independent and confidential oversight. 

Each case represents a person or family seeking clarity, fairness, or support during a difficult moment. Throughout the year, our focus remained on listening carefully, responding fairly, and helping individuals navigate complex situations and processes. 

This year, we opened 2,674 new complaint files—since the office was established in 1998 —and made 117 individual recommendations to the Department of National Defence (DND) and the Canadian Armed Forces (CAF). Nearly all were accepted, with the vast majority implemented. These actions contributed not only to the resolution of individual cases, but also to broader improvements in policies, practices, and processes affecting Defence Team members and their families. Collectively, they provide important insight into how Defence administrative systems and processes affecting Defence Team members and their families are functioning in practice, and where sustained attention is required. 

We continued our systemic and outreach work to address broader issues affecting the Defence community. This work was supported by:

• the publication of 7 new educational information pages, 
• 1 systemic review,
• 7 progress reports on prior systemic investigations, and
• 37 outreach engagements aimed at improving awareness of available support and recourse. 

These efforts help ensure that issues raised through individual complaints inform leadership decision-making and contribute to broader discussions on fairness, accountability, and systemic improvement across Defence institutions and oversight communities. 

The Military Benefits Browser continued to grow as an important resource for CAF members and their families, with a 26% increase in new users and over 16,000 accesses this year and is increasingly being used as a reference tool in Assisting officer training. By improving access to clear, accurate, and up-to-date information, the tool helps reduce barriers for individuals navigating complex benefits and services. 

The results reflected in this report are a direct reflection of the professionalism, empathy, and dedication of our staff, whose work contributes each day to resolving individual cases and supporting systemic improvements, as well as the collaboration of partners across DND, the CAF, the Canadian Coast Guard, and the Staff of the Non-Public Funds, Canadian Forces. 

At its core, our work exists to identify and address unfairness, resolve individual harm where possible, and drive improvements in the systems that affect the Defence community. Just as importantly, we are here to ensure that when Defence Team members and their families feel they have been treated unfairly, they have a place to turn. 

Robyn Hynes
DG, Operations

Recognizing the Defence community: The Liz Hoffman Memorial Commendation

The Liz Hoffman Memorial Commendation is an annual commendation. It recognizes Canadian Armed Forces (CAF) members, civilian employees, family members and other members of the Defence community who go the extra mile and exceed expectations in helping their colleagues resolve a difficult problem. It also acknowledges those who bring about positive and lasting change to the Department of National Defence (DND) and the CAF. 

Many distinguished guests attended the ceremony to highlight the extraordinary dedication and work put forth by the recipients, including Dr. Andrea Hoffman, daughter of Liz Hoffman. Many representatives from the CAF and the DND were also in attendance.

It was an honour to recognize the recipients of the Liz Hoffman Memorial Commendation: Lieutenant-Colonel Patricia Travers, Master Sailor Ingeborg (Haley) LeClair and Warriors of the Royal Winnipeg Rifle Indigenous Group.

Making a difference in the lives of our constituents

Navigating OUTCAN posting policies in complex parenting arrangements

A Canadian Armed Forces (CAF) member contacted our office seeking clarity on OUTCAN posting policies where a shared custody agreement was in place. The situation involved multiple CAF members, a complex parenting arrangement, and an imminent OUTCAN posting that raised concerns about consent, screening processes, and the well-being of the children involved. The uncertainty and lack of clear information contributed to significant personal stress and negatively affected the family’s well-being and workplace performance. 

Our office provided timely guidance by directing the member to established mechanisms, including the Vice Chief of the Defence Staff OUTCAN Coordinator, ensuring transparency by encouraging engagement with the relevant chains of command. Through this process, the member obtained authoritative clarification on applicable policies, safeguards related to dependent travel documentation, and available support.

As circumstances evolved, we also provided information on internal disclosure processes and conflict resolution services. While aspects of the situation involved legal considerations, our office focused on ensuring the member was informed, supported, and connected to the appropriate resources, helping to reduce uncertainty and provide clarity on available options.

Ensuring timely recognition for long-serving CAF members

In September 2025, a former CAF member contacted our office after waiting several years to receive their Depart with Dignity (DWD) package recognizing 35 years of military service. Despite a long and dedicated career, the member had never received the full recognition package, including a missing clasp, due to administrative and communication breakdowns between their former unit and the responsible recognition authorities. This prolonged delay left the member feeling overlooked and discouraged by a program intended to honour service.

Our office intervened by liaising directly with the responsible organization and maintaining regular communication with the former member to provide updates and manage expectations. Through persistent follow-up, the complete DWD package was located, outstanding recognition items were reissued, and arrangements were made for final delivery to the retired member’s home.

As a result of this intervention, the former member ultimately received the recognition they were owed after nearly seven years. This case highlights the tangible impact of advocacy and coordination in restoring dignity, acknowledgment, and trust for those who have served.

Ensuring fair compensation through timely intervention

A Department of National Defence employee contacted our office seeking assistance after experiencing significant delays in receiving acting pay for higher-level duties performed over a 20-month period. Although it had been formally acknowledged that the employee should be compensated for a higher classification, administrative delays and staffing shortages prevented the processing of both the acting letter of offer and the associated pay. Despite follow-ups through regular channels, the issue remained unresolved, with the employee owed over $12,000.

Our office engaged directly with the appropriate Chain of Command to clarify the status of the letter of offer. Through continued engagement and subsequent discussion, the acting letter of offer was finalized and submitted, and the employee received both formal confirmation and full payment shortly thereafter.

This case highlights the impact of timely advocacy and coordination in resolving administrative delays, ensuring employees are fairly compensated for their work, and restoring confidence in internal processes.

Delays in relocation reimbursement for new CAF members

A CAF member contacted our office after receiving a collection notice for damages to a residential housing unit more than two years after moving out. The member had not been informed of any issue at the time of their move-out and only became aware of the charges—over $1,000—after the matter had already been sent to a collection agency. The situation was further complicated by notifications being sent to an inaccessible work email account, preventing the member from responding or submitting supporting documentation.

This heightened the member’s stress as they approached their medical release.

Our office intervened by engaging with the Canadian Forces Housing Agency (CFHA) to review the case and clarify the circumstances surrounding the delayed notification. As a result of this intervention, CFHA acknowledged that the member had not been informed in a timely manner and agreed to rescind the charges in full. This outcome ensured the member faced no financial penalty and restored confidence in the fairness of the process.

The case highlights the importance of timely communication and demonstrates how targeted intervention can resolve administrative issues and prevent undue hardship.

Extending service beyond their Compulsory Retirement Age

A Reserve Force member contacted our office after experiencing significant delays, poor administration and a denial of a request to extend service beyond their Compulsory Retirement Age. Despite strong support from their unit and an expectation that an extension would be approved, the member was only informed of the denial shortly before their scheduled release date, leaving insufficient time to properly plan their transition. The lack of clear communication and documented rationale surrounding the decision raised concerns regarding the fairness and transparency of the process.

Our office conducted a review of the decision-making process and engaged senior leadership to clarify how the request had been assessed. A particular attention was given to the timeliness of the process, the communication of the decision, and whether sufficient consideration had been given to the members circumstances. 

In recognition of these factors, leadership approved a six-month extension beyond the compulsory retirement age. This enabled a more structured and supported transition while allowing for effective knowledge transfer within the unit.

This case demonstrates the importance of timely and transparent decision-making, clear communication, and our cooperation with responsive leadership in ensuring fair and dignified transitions for CAF members.

Resolving a missing pension payment for a bereaved family

Following the passing of a CAF pensioner, a family member contacted our office after experiencing several months of difficulty resolving a missing pension payment.

Despite repeated attempts to engage with pension services over multiple months, the issue remained unresolved, prolonging the situation.

Our office intervened by promptly connecting with pension service leadership to raise the concern and facilitate action. As a result, outstanding payments were made within days, and the family member confirmed that the matter had been fully resolved.

This case highlights the importance of timely support and effective coordination in addressing financial concerns, particularly for families navigating administrative processes after the loss of a loved one.

How we helped: A year in review

Members of the Defence community can contact us if they have been treated unfairly, if they are looking for information, or if they are uncertain about how to deal with an issue.

Our constituents can:

• Call us toll-free at 1-888-828-3626
• Submit a question or complaint through our secure online form
• Live chat with an agent
• Email us for help or questions about your situation
• Email for general office inquiries (non-case related)

Our website, ombuds.ca, explains how we can help.

In 2025–2026, a total of 2,674 new files were opened. Of these, 335 were submitted by non-constituents and related to matters outside our mandate; however, information and referrals were still provided where possible. The following graphic represents the category of the requests within our mandate. The new cases omit contacts we have received through our live chat. This volume reflects both sustained demand and continued trust in the office as a source of independent recourse.

The new cases do not include all contacts we have received through our live chat. Some files have more than one constituent tied to them. These numbers take this into account.

Note: Canadian Coast Guard (CCG) cases, added to the office’s mandate in September 2025, are currently reflected within the “civilian employee” category.

Sample cases

Sample cases are available on our website, which describe the types of cases we handle.

Case Information for 2025-2026

We address both complex and noteworthy cases by conducting thorough reviews and investigations of individual complaints. Our goal is to ensure that the DND and the CAF treat constituents fairly. We collaborate with the DND and CAF to provide practicable, evidence-based recommendations when appropriate.

During the year, a total of 2,893 files were closed, reflecting both intake-level resolutions and more complex case work. At year-end, 423 files remained active, including a few cases carried over from previous fiscal years due to their complexity.

The volume of work continues to reflect both sustained demand and increasing complexity, with each investigator managing a significant caseload at any given time.

This year, we also observed an increase in cases related to recruitment, now representing one of the most common reasons for contacting the office. These cases often relate to process delays, communication challenges, and uncertainty in decision-making.

Applicants to the CAF fall within our mandate. When an applicant contacts our office, we provide guidance on navigating the recruitment process, direct them to relevant information and help address concerns related to communication breakdowns or significant delays. As the CAF continues its efforts to increase recruitment, we anticipate a corresponding rise in recruitment-related contacts to our office, reinforcing the importance of clear processes, timely communication and accessible information for applicants.

Table 4: Case information

The data presented reflects continued high demand for our services and a broadening range of issues brought forward by members of the Defence community. Trends this year include a notable increase in cases from applicants and Reserve Force members, likely influenced by changes to recruitment processes and recent systemic work in these areas. At the same time, a decrease in Regular Force cases may reflect evolving policy developments related to the compensation and benefits announcements. Overall, the data highlights the growing complexity and diversity of concerns raised to our office.

Table 5: Breakdown of case closures

In FY 2025–2026, a total of 2,893 cases were closed across all stages (intake, complaint analysis and general investigations). Most closures resulted from information, assistance or referrals to existing mechanisms being provided (1960), indicating that most matters were resolved quickly through guidance or support. While some files required a more in dept review and resulted in informal resolutions, issues being identified and addressed or matters being unfounded (64). 227 files were closed as being abandoned while 126 were withdrawn by the constituent.

In 2025-2026 the General Investigations team closed 206 files. These files required individual recommendations to address fairness concerns, resulting in 117 recommendations to the DND and the CAF—79.48% of which have been accepted and implemented.

Below is a breakdown of our recommendations as they relate to our mandate:

How we helped: Addressing systemic issues

Systemic investigations and progress reports are available on our website. 

Systemic review with a focus on the delays in implementing our Primary Reserve recommendations made in 2016.

In February 2026, we published Marking Time: A Decade of Stalled Progress for the Primary Reserve.

Our review confirmed that all issues identified in the two 2016 reports Compensation Options for Ill and Injured Reservists and Part-time Soldiers with Full-time Injuries - remain relevant. However, systemic barriers to their implementation persist. These challenges originate at the strategic governance level, particularly in the absence of a coherent employment model for Reservists, and cascade downward to administrative processes. The four key barriers are: 

• Governance: Fragmented authority and unclear roles continue to delay policy alignment.
• Cultural divide: Enduring bias against Reservists affects equity in benefits and recognition.
• Resourcing constraints: Staffing shortages and financial pressures hinder implementation.
• Administrative complexity and digitization: Outdated directives and administrative procedures, and slow modernization impedes timely change.

With this review, we have archived the 2016 reports and issued five updated recommendations to the Minister of National Defence to address these persistent barriers. Our recommendations focus on ensuring Primary Reserve members have fair access to benefits and services following an illness or injury due to military service.

Letter to CDS: Reserve Force emerging issues

Throughout our office’s Primary Reserve review, we discovered emerging issues affecting the Reserve Force that fell outside of the scope of the review. As a result, in June 2025 we sent a letter to inform the CDS of four areas of ongoing concern that negatively impact Reserve Force members and their families. These areas of concern are: 

1. Disparities affecting Reservist when in receipt of compensation due to illness or injury,
2. Disparities in transition support for ill and injured Reservists,
3. Backlog interrupting Reserve Force medical and dental insurance coverage,
4. Short-term Class "C" Reserve Service not paid on the 31st day of the month. 

We were pleased to note that some progress has already been made in the area of disparities in transition support for ill and injured Reservists. The Reserve Transition Support (RTS) Policy (CAFMPI 06/25), issued in July 2025, reduces long‑standing disparities between the Regular Force and Reservists on periods of full‑time Reserve Service greater than 180 days. Under the RTS policy, Reservists who become ill or injured—whether or not the condition is attributable to service—may continue on a period of Reserve Service while supported by the Canadian Armed Forces (CAF) Transition Group. This enables them to access benefits that support their recovery, return to duty, or transition out of the CAF. This service is pensionable and ensures dependents continue to get medical and dental coverage during challenging times.

Heroism Exposed: An Investigation into the treatment of 1-Combat Engineer Regiment Kuwait veterans (1991)

In our 2006 Heroism Exposed investigation, we documented the experiences of CAF members deployed to Kuwait in 1991 and underscored the importance of ensuring that those who return from operations with serious health concerns are treated with fairness, compassion, and transparency.

In December 2025, Veterans Affairs Canada (VAC) formally recognized Gulf War Illness as a diagnosis for disability benefit applications. Our office was encouraged by this development.

While our investigation focussed on the actions of the DND and the CAF, the VAC decision represents progress in acknowledging the unique health challenges faced by those who served during the 1990–1991 Persian Gulf War and aligns with the principles of welfare and fairness our office continues to champion.

Progress reports

We conducted follow-ups to assess DND’s and CAF’s progress in implementing recommendations from seven of our previous reports. We published 6 progress reports summarizing their implementation status this year. 

Most follow-ups showed some progress from the DND and the CAF. This year, 7 recommendations have been implemented pertaining to Cadets, Compassionate Postings, Civilian Classifications and Postings Outside Canada. 

The highlight of this year's progress report goes to the Director General Military Careers and the Cadets and the Junior Canadian Rangers Group who have implemented all outstanding recommendations for the Service versus Self: Contingency Cost Moves for Personal Reasons, Compassionate Status, and Compassionate Postings in the Canadian Armed Forces and Cadets: An Investigation of the Support Provided to Cadets Who Suffer an Illness or Injury as a Result of a Cadet Activity reports. The implementation of these recommendations has significantly improved the support, transparency, and eligibility for benefits and services for CAF members, Cadets and Junior Canadian Rangers. 

Ombudsman’s recommendations cited as evidence

To date, recommendations from 10 of our reports have been cited as evidence in parliamentary committee proceedings.

While no new instances were identified in 2025‑2026, this continued recognition reflects the sustained relevance and credibility of our work in supporting parliamentary oversight and contribute to Government accountability on issues affecting the Defence community.

This is important as it demonstrates support for our evidence-based reports, allowing them to be part of public record, and in certain instances, compels the Government of Canada to respond to the committees' reports in a fulsome manner. 

How we helped: Connecting with constituents

Educational resources

We prepare web content based on our analysis of intake cases, constituent engagements, and meetings with pertinent authorities and policy holders. This year we focused on updating and streamlining the information we provide online, as well as creating new products to support the theme and recommendations from our systemic investigations. Our Recourse and Complaint Mechanisms page is used as a resource for constituents, leadership and organizations such as the Canadian Forces Grievance Authority for training purposes.

Our efforts included: 

• Release for Reservists 
• Canadian Armed Forces Transition Group Process (Reservists)
• Reserve Transition Support
• DND employees dealing with disability due to illness, impairment and/ or injury
• Redirecting inquiries outside of our mandate
• Canadian Armed Forces Disclosure Process (CAF DP)

We also updated our educational resources related to: 

• the Staff of the Non-Public Funds, CF
• the death of a civilian employee
• Service estates
• Compassionate status (with or without compassionate posting) and contingency cost moves for personal reasons
• Workplace harassment and violence prevention
• CAF members health services complaints
• Recourse for compensation and benefits issues
• Compensation for ill and injured Reservists
• Mental health resources for CAF members and their families
• Military families access to health care
• Scholarships for military members and their families
• About the Outside Canada (OUTCAN) Program

You can find these materials on our Educational information page. 

The Military Benefits Browser

During the 2025-2026 fiscal year, the Military Benefits Browser kept pace with August 2025, Government of Canada’s announced improvements to compensation and benefits for Canadian Armed Forces (CAF) members. CAF updates to recruitment incentives such as pay and benefits were integrated as they came into effect. An enhancement to the MBB administrative function was completed to be more responsive, allowing for quicker and more frequent updates to content. This tool is increasingly being used as a reference in Assisting Officer training.

Total user engagement:

• 16,270 total user sessions (up 38% over last year (11,760)) 
• 12,400 unique users (up 26% over last year (9,840))

Engagements

Outreach

• 37 outreach activities
• 4 CCG engagement activities
• over 3,350 constituents engaged.

We also distributed promotional materials and educational resources to 61 locations, including recruitment centres, MFRCs, transition units, and Canadian Coast Guard sites across Canada.

Parliamentary engagement

• 2 meetings with Members of Parliament
• 1 appearance before the House Standing Committee on National Defence

Media

• 8 media interviews
• 10 mentions in print and online media
• 1 mention in transcripts

International engagement and collaboration

International engagement is a key pillar of our work as the DND/CAF Ombudsman, supporting our mandate to promote fairness, accountability, and trust within military institutions. Through participation in global forums and bilateral exchanges, we share Canadian expertise while learning from international counterparts facing similar oversight and governance challenges. These interactions reinforce common principles such as independence, accessibility, and transparency, and ensure our approaches continue to reflect international best practices in military oversight, complaints resolution and institutional accountability. 

During the reporting period, we participated in several international initiatives, including the 17^th International Conference of Ombuds Institutions for the Armed Forces (ICOAF) in October 2025, a technical workshop in Pristina, Kosovo, in January 2026, and a virtual roundtable in Armenia in April 2025.

At ICOAF, we led a conference session focused on outreach channels and tools, drawing on Canada’s experience engaging a geographically dispersed and diverse Defence community. The discussion highlighted lessons learned in balancing broad reach with meaningful engagement through a mix of in‑person, digital, and community‑based approaches.

In Kosovo, we were invited by DCAF – the Geneva Centre for Security Sector Governance to meet with the Parliamentary Commissioner for the Kosovo Security Force, Parliamentarians and international partners such as the Independent Confidence Centre for Members of the Swiss Armed Forces, to contribute to discussions on strengthening complaints‑handling guidelines and institutional safeguards. These exchanges also highlighted the important role independent oversight plays in advancing the Women, Peace and Security agenda, particularly in addressing issues such as harassment, discrimination, barriers to advancement, and fear of reprisal. 

Through DCAF, we also participated as an international expert in a virtual roundtable discussion in Armenia in April 2025 focused on human rights in the armed forces. This engagement further supported efforts to strengthen the role and effectiveness of ombuds institutions in promoting accountability and good governance.

Together, these engagements underscored how strong, people‑centered oversight mechanisms contribute to institutional trust, culture change, and operational effectiveness. Through continued international engagement, we help advance accountability while reinforcing respect for the dignity and well‑being of those who serve. 

National engagements

We also engaged with national partners to advance issues for our constituents, share expertise and strengthen oversight practices across Canada.

• Seamless Canada (December 2025)
• Canadian Institute for Military and Veteran Health Research Forum (CIMVHR) (October 2025)
• Forum of Canadian Ombudsman (FCO) – The office continued to play a leadership role within the broader oversight community. Through this forum, where a member of our staff serves as a Vice-President, we contribute to advancing best practices and fostering collaboration across ombuds institutions in Canada. Additionally, two of our Senior Investigators delivered a presentation on Challenging Responsible Authority Behaviour (CRAB) at a workshop (March 2026).

Social media overview

In October 2025, we launched our LinkedIn platform to expand our reach to a broader professional audience and enhance the visibility and accessibility of our office, particularly as we continue to engage with counterparts internationally. As our social media presence continues to grow, we are seeing a steady year-over-year increase in followers. This year, we recorded a 5.9% increase representing 639 new followers.

Ombudsman’s Advisory Committee

We engaged the Ombudsman’s Advisory Committee throughout the year to leverage their expertise and solicit their views on our priorities. We briefed the Committee on our systemic investigation, and they provided invaluable advice and insights into emerging trends and issues affecting the Defence community.

The Committee was also engaged in the nominations process for the Liz Hoffman Memorial Commendation, contributing to the recognition of excellence within the Defence community.

The Ombudsman’s Advisory Committee consists of eight volunteers with specialized expertise in matters related to the Canadian Armed Forces and the Department of National Defence. To learn more about the Committee, its mandate, and our members, please visit our website.

Appendix 1—Financial Statement

In 2025–2026, our office was allocated a budget of $8,554,300. Actual expenditures totalled $7,654,661 of which $6,782,427 was related to salaries.

The difference between the approved budget and actual expenditures represents final spending as provided in the Public Accounts of Canada.

Money that remains unspent is returned to the Department throughout the fiscal year as part of its quarterly reporting process. In 2025–2026, we returned a total of $687,773 in salary-related funds, $189,756 in O&M-related funds, and $22,110 in Vote 5 funds related to asset pooled items and capital assets. 

The variance between planned and actual expenditures reflects staffing gaps and normal operational adjustments throughout the fiscal year. This was also a year of transition for the office, with the arrival of a new Ombudsman in July 2025 and a deliberate decision to defer certain activities pending strategic planning and priority setting for the next fiscal year. As a result, some planned activities were deferred to align with this work. 

These priorities include modernizing tools, reviewing business processes, exploring the use of artificial intelligence, and strengthening investigative capacity to respond to increasing demand.

Appendix 2—Human Resources

The office continues to prioritize employee well-being and engagement, supported by strong Public Service Employee Survey results, active internal committees that foster collaboration, inclusion, and employee engagement across the office, and ongoing professional development initiatives. These efforts contribute to a healthy, respectful, and inclusive workplace, strengthening our ability to effectively support our mandate. These efforts reflect the continued dedication and contributions of our employees across the office.

The office has started to advance internal modernization efforts, including improvements to case tracking tools, implementation of recommendations from our internal Artificial Intelligence Committee, and initiatives to streamline business processes and enhance efficiency.