The Canadian Armed Forces are always prepared to respond to requests for assistance from the Government of Canada.
For example, under Operation ION, the Canadian Armed Forces helped evacuate over 1,650 individuals from Israel and continue to monitor the situation with Global Affairs Canada.
Through Operation LUMEN, our members are prepared to support evacuation efforts from Lebanon, if necessary.
As commercial options for travellers are still available, the Government of Canada is not currently offering assisted departures for Canadians, permanent residents, and their families.
In the event that assisted departures are necessary, there are Canadian Armed Forces personnel prepared to support this effort.
We have assets deployed to ensure a timely response to any potential government-assisted departure request.
We encourage Canadians to leave while commercial options are available.
In addition, the Canadian Armed Forces have provided planning assistance to Cairo to aid in the evacuation of Canadian eligible persons from Gaza through Egypt.
If pressed on JTF2 presence in Israel:
In support of Global Affairs Canada, Canadian Special Operations Forces Command personnel are assisting the Canadian embassy in Israel with contingency planning, under Operation ION.
We remain in continuous contact with allies and partners around the world to maintain awareness of potential defence threats to Canadians and Canadian interests.
Key Facts
The last scheduled departure flight under Op ION took place on 23 October.
There are currently more than 18,000 Canadians registered with the Registration of Canadians Abroad in Lebanon.
Global Affairs Canada (GAC) continues to respond to inquiries from Canadians regarding any need for consular assistance.
In the event that CAF assistance is required, a Task Force Headquarters based in Cyprus has been stood up, from which CAF planners and liaison staff continue to work in close cooperation with allies and their GAC counterparts.
As of November 16, 2023, there are currently over 400 CAF personnel deployed in support of this effort.
Details
Evacuation Notifications
Information for assisted departures or evacuations will be passed by GAC when available. We encourage all Canadians in the affected region to constantly consult our updated Travel Advice and Advisories and to register with the Registration of Canadians Abroad Service.
Canadians in need of assistance can contact the department’s 24/7 Emergency Watch and Response Centre by calling +1 613-996-8885, by text message at +1 613-686-3658, by WhatsApp at +1-613-909-8881, by Telegram at “Canada Emergency Abroad”, by Signal at +1-613-909-8087, or by sending an email to sos@international.gc.ca.
CAF Readiness
In the event that CAF assistance is required, a Task Force Headquarters based in Cyprus has been stood up, from which CAF planners and liaison staff continue to work in close cooperation with their GAC counterparts to ensure the continued safety of Canadians in the region.
As of November 16, 2023, there are over 400 CAF personnel deployed in support of this effort in addition to personnel from GAC, Immigration, Refugee and Citizenship Canada (IRCC), and Canada Border Services Agency (CBSA).
The CAF are well-connected in the region and are working closely with our allies and partners who have also forward deployed personnel. The CAF is integrated into the multinational Non-Combatant Evacuation Operations Coordination Centre (NEOCC) in Cyprus, where they are working with our allies and partners in order to be poised to respond in a coordinated fashion should the security situation continue to deteriorate.
Additional assets may be deployed or redirected as contingency plans are refined.
CAF Operations in the Region
CAF personnel are currently deployed to the region under five named operations:
Operation PROTEUS – There are approximately 25 Canadians, including CAF members and civilians, deployed to Operation PROTEUS, supporting security assistance to the Palestinian Authority through the United States Security Coordinator (USSC) for Israel and the Palestinian Authority. USSC has instructed all personnel contributing to the mission to temporarily suspend all operations.
Operation JADE – There are approximately two CAF personnel deployed to Operation JADE, the CAF’s contribution to the United Nations Truce Supervision Organization, which monitors compliance with respect to both the United Nations Disengagement Observer Force in the Golan Heights and the United Nations Interim Force in Lebanon.
Operation CALUMET – There are approximately 35 CAF personnel deployed to Operation CALUMET, Canada’s contribution to the Multinational Force and Observers mission to implement the security provisions of the Egyptian-Israeli Treaty of Peace in the Sinai.
Operation ION & LUMEN - There are over 400 CAF personnel deployed in support of Op ION, the CAF’s operation to support GAC with the transportation of Canadian Entitled Persons and Foreign Nationals from Israel, as well as Op LUMEN, the CAF’s assistance to broader Government of Canada efforts in the region. Two CC-150 Polaris aircraft were initially committed to Op ION, conducting daily assisted departure flights from Tel Aviv, Israel to Athens, Greece between 12-23 October 2023.
All CAF members in the region remain safe and accounted for.
Budget 2023 committed to reducing government spending by more than $15 billion—while ensuring the services and direct supports that Canadians rely on.
As one of the largest federal departments, National Defence has an important role to play in ensuring effective and efficient government operations to deliver the best results for Canadians.
National Defence will continue to ensure that the spending in our budget is directed toward top defence and government priorities.
This includes increasing military capabilities and supporting our people and their families.
In fact, the recently tabled Supplementary Estimates B includes $583 million in new funding for compensation and benefits in the Canadian Armed Forces.
These Supplementary Estimates also allocate an additional $500 million dollars in continued military aid to Ukraine.
In addition, we are closely looking at reducing expenditures related to consulting, other professional services, and executive travel, and this will entail hard decisions.
As outlined in the Supplementary Estimates B, there will be $500 million in savings in these areas in 2023-2024.
Any potential reductions in spending are being considered carefully, and minimizing the impact on military readiness has to be a driving force behind the decision.
If pressed on Lapsed Funding
National Defence manages a large budget with major equipment and construction initiatives that need funding over many years.
As such, Defence uses a flexible funding model to ensure that projects get the money they need when they need it.
This means that money can be re-allocated to support priority projects and initiatives within a given year or moved forward to support needs in future years.
For example, last fiscal year, we reprofiled $91.5 million in previously lapsed funding for the in-service support of maritime helicopters and Arctic and Offshore Patrol ships.
We will continue to direct committed funding when needed to support our people, deliver on operations, and undertake major equipment and construction initiatives.
Key Facts
Budget 2023 announced a Government of Canada goal of saving $7.1 billion over five years through a 15-per-cent cut to discretionary spending on consulting, professional services and travel over five years.
The Budget also announced a Government of Canada planned phase-in of a 3-per-cent spending cut by departments and agencies by 2026-27, with a goal of saving $7 billion over four years.
Of the $1.6B in National Defence lapsed funding in 2022-2023, $1.5B -is expected to be made available to National Defence for future years. This includes:
$1,083.3M for adjustments to Vote 1 and Vote 5 spending on capital equipment and infrastructure
$240.3M in Carry Forward (operating expenditures)
$122.0M for the Heyder-Beattie Class Action settlement; and
$16.2M in proceeds from the disposal of surplus Crown assets.
Details
Spending Reductions
Early efforts are underway to reduce National Defence’s spending. Reductions related to operating expenditures will be phased in over three years and are not expected to result in job losses outside of normal attrition, or reallocation, ensuring that National Defence’s work is focused on high-priority initiatives.
On November 9, 2023, Treasury Board Secretariat announced that, as part of Supplementary Estimates B, $211 million of the National Defence budget would be frozen to reflect expected reductions in spending on consulting, other professional services, and executive travel.
Specific reduction plans will be reported through upcoming DND Departmental Plans and Departmental Results Reports.
These reductions will not impact direct contributions to military capability or support to military families and overall spending on defence will continue to grow.
Lapsed Funding
National Defence introduced a flexible funding model in 2017 to re-allocate lapsed funds to support emerging priorities or future needs.
This flexibility facilitates the delivery of major projects which require multi-year funding.
Despite sound long-term planning, most defence procurement projects do not advance exactly as planned—some progress faster, others slower, for a variety of operational, logistical, and program reasons.
To mitigate lapses in funding authorized by Parliament, National Defence is taking the following actions:
Improving its capital funding forecast to ensure that the Department does not request more funding authorities from Parliament than required;
Funding new projects from surplus in-year funding rather than requesting additional funding from Parliament;
Requesting funding for additional military deployments later in the process to ensure only the required funding authorities are requested (to prevent operating lapse); and
Monitoring forecasted exchange rates to better forecast their impact on funding estimates (to mitigate grants and contributions lapse).
Parliamentary Budget Officer
According to a Parliamentary Budget Officer (PBO) report – Planned Capital Spending Under Strong, Secure, Engaged – Canada’s Defence Policy: 2022 Update – from 2017-18 to 2020-21, there was a cumulative shortfall of almost $10 billion between what National Defence spent on capital and what was originally planned under Strong, Secure, Engaged (SSE).
Of note, at the time of the PBO’s report (March 2022), National Defence was navigating the impacts of COVID-19 on supply chains.
Given the complexity of the projects in question, National Defence adjusts spending as project schedules and timelines are refined and lessons are learned.
As National Defence continues to advance and deliver on all SSE projects, flexibility in our funding model will in fact allow us to redistribute funds effectively.
Canada is working closely with our Allies and partners to help Ukraine protect its sovereignty and defend itself against Russia’s illegal war.
In fact, since February 2022, Canada has committed over $2.4 billion in military assistance donations to Ukraine.
Most recently, I announced that Canada will donate $25 million worth of winter clothing and equipment to Ukraine.
This includes boots, thermal layers, and Canada-made patterned military uniforms for 2,000 female Armed Forces of Ukraine soldiers.
We are also donating 155mm ammunition, smoke ammunition, gas masks, aircraft bombs, and 76mm naval ammunition.
Additionally, in collaboration with our Allies, we are continuing our contribution of an Air Task Force to help transport vital military equipment in support of Ukraine.
To date, our Air Task Force in Prestwick, Scotland has delivered over 14 million pounds of cargo, largely consisting of military aid.
We are also providing predictable, steady funding to supply Ukraine with Canadian-made armoured vehicles through a new investment of $650 million over three years.
Further, we are providing support for the Joint Coalition Effort on F-16 training, and recently transferred $30 million for the Leopard 2 Maintenance and Service Centre in Poland, as well as $33 million to the Air Defence Consortium.
If pressed on producing 155mm (M795 variant) ammunition in Canada:
National Defence has identified a need to update the production capability for 155mm ammunition and is working with Canadian suppliers under the MSP and Allies to improve overall munitions availability.
Earlier this year, we provided $4.8 million for IMT Defence to ramp up their ability to produce M107 155mm projectile bodies from 3,000 to 5,000 a month by the end of this calendar year.
We are also assessing other potential investments to support the production of M795 ammunition.
We will continue to direct committed funding when needed, to support our people, deliver on operations, and undertake major equipment and construction initiatives.
If pressed on the donation of M113 personnel carriers:
We remain engaged with industry and continue to examine what we can donate from our existing stocks while maintaining operational readiness.
We have donated 200 Canadian-made Senator Armoured Personnel Carriers, eight commercial pattern armoured vehicles, and 39 armoured combat support vehicles.
All vehicles have now been delivered to Ukraine.
We are exploring a variety of options to continue providing Ukraine with comprehensive military assistance.
If pressed on the F-16 fighter aircraft training:
In May, we announced that Canada would support the Danish and Dutch-led Joint Coalition on F-16 training.
Since then, we have participated in discussions and planning to assist in the development of a training program and to identify where Canada can best provide support.
These planning efforts are focused on training students with no prior experience to become pilots, technicians, and support staff to operate the F-16 safely and effectively.
Key Facts
During President Zelenskyy’s visit to Ottawa on September 22, 2023, Prime Minister Trudeau announced that Canada would invest $650M over three years to supply Ukraine with armoured vehicles, including medical evacuation vehicles.
On June 10, 2023, the Prime Minister committed an additional $500 million in new funding for military assistance, which includes:
$76 million for 35 high resolution drone cameras and in-service support;
$30 million for the Leopard 2 Maintenance and Service Centre in Poland;
Support to the Joint Coalition on F-16 Training to support the training of Ukrainian pilots;
A large package of NATO-standard small arms ammunition; and
$33 million for a the Air Defence Consortium to deliver high priority air defence equipment to Ukraine, including air defence missiles to help Ukraine defend against Russia’s missile and drone attacks, as announced earlier this week.
Military Aid Committed since February 2022
Military equipment requested by Ukraine, including personal protective equipment, night vision gear, medical supplies, helmets, and other highly specialized pieces of military equipment;
A National Advanced Surface to Air Missile System (NASAMS) and associated missiles;
Leopard 2A4 main battle tanks and 1 armoured recovery vehicle (ARV);
Armoured Combat Support Vehicles (ACSVs);
Commercial pattern armoured vehicles;
Heavy artillery, including 4 M777 Howitzers and related ammunition;
AIM-7 missiles for air defence systems;
76 high resolution cameras;
Over 22,600 military-grade small arms and approximately 5 million rounds of ammunition;
Anti-armour weapons systems and rocket launchers;
Over 640,000 individual meal packs;
Winter clothing and equipment;
High-resolution satellite imagery; and
Other equipment requested by Ukraine, including personal protective equipment, night vision gear, medical supplies, helmets, and other highly specialized military equipment.
Military Equipment provided from 2015 to January 2022 included body armour, mobile field hospital, communications gear, and explosive disposal equipment.
Details
Report to Parliament on Actions Taken to Support Ukraine
In response to an April 2022 unanimous consent motion, the Minister of Foreign Affairs tabled a report on Government of Canada actions to support Ukraine on August 17, 2022.
In addition to outlining military aid, the report also provides an overview of economic aid and efforts to track crimes against humanity and war crimes to ensure that Russia is held accountable.
The UDCG was created to provide a strategic mechanism to identify critical equipment needs and gaps for Ukraine, allow Allies and partners to de-conflict donations, to consult and coordinate assistance to Ukraine, and to build the AFU’s capabilities.
Convening monthly at the ministerial level, the UDCG now brings together over 50 countries.
Canada’s priority objectives for the UDCG include supporting efforts of Allies and partners to coordinate military assistance donations and the delivery of urgent priority equipment to Ukraine, facilitating longer-term capabilities development by the Armed Forces of Ukraine, reinforcing concrete Canadian commitments to Ukraine, and providing an update on Canada’s new military assistance commitment to Ukraine.
Security Assistance Group-Ukraine (SAG-U)
The CAF is working alongside 17 other nations as part of the US led Security Assistance Group. Approximately 21 CAF members, led by a Brigadier-General, are actively helping to facilitate the transfer of aid, working to align future donations, and planning for the immediate and long-term training needs of the Security Forces of Ukraine in concert with our Allies and partners. The Canadian Army Brigadier-General is also employed as the SAG-U Deputy Commanding General – Training to oversee training efforts.
Donation of Armoured Vehicles
Parliamentarians have expressed an interest through Question Period and House Committees regarding providing Ukraine with divested military vehicles including Bison, Tracked Light Armoured Vehicles, and Coyotes.
On September 22, 2023, Prime Minister Trudeau announced that Canada would invest $650M over three years to provide Ukraine with armoured vehicles, including medical evacuation vehicles.
On April 26, 2022, Minister Anand announced that Canada finalized a contract for the purchase of eight commercial pattern armoured vehicles manufactured by Roshel, an armoured vehicle company based in Mississauga, Ontario.
In early August 2022, Canada finalized a procurement contract to supply Ukraine with 39 armoured combat support vehicles.
All of the vehicles have arrived in Europe, and related training was completed in December 2022.
The contract with General Dynamics also includes elements for repairs and servicing.
On January 18, 2023, Minister Anand announced that Canada will supply Ukraine with 200 Roshel Senator Armoured Personnel Carriers, valued at over $90 million.
The contract for these vehicles was sourced through the Canadian Commercial Corporation. The contract directly responds to Ukraine’s request for this specific model of vehicle, which the AFU are experienced in operating, and for which Ukraine has already developed a sustainment plan.
Roshel was responsible for delivering the vehicles to Ukraine. Delivery was completed in summer 2023.
M113 Personnel Carriers
Any equipment donated by Canada must be battlefield sustainable, but more importantly, must meet a specific need identified by Ukraine, and be equipment that the Ukrainians are trained to use and have the resources and capabilities to maintain.
The remaining quantity of M113 not being employed by the CAF are either awaiting final demilitarization and disposal due to being in very poor condition or are being retained as a source of spare parts for the operational fleet.
The United Kingdom’s Ministry of Defence has made significant changes to its footprint at CFB Suffield.
We know the United Kingdom’s longstanding presence in southern Alberta is of great importance to the local community, and we will work collaboratively with the U.K. Ministry of Defence and community leaders to keep residents informed of official developments.
We also recognize that the reduced presence and limited training of the British Army at CFB Suffield has resulted in a lack of meaningful work for the public service employees employed at BATUS.
While a small number of public service positions will be maintained in support of BATUS, employees experiencing a lack of work are subject to the entitlements and benefits found in the Work Force Adjustment Directive.
National Defence is committed to supporting its employees through the workforce adjustment by focusing on employment continuity, where possible, and by implementing transition measures where job continuity cannot be reasonably predicted.
If pressed on next steps:
While the United Kingdom has made changes to its footprint and operations at BATUS due to a variety of factors, BATUS will not be closed.
We will continue to hold high-level discussions with British counterparts to confirm the future of BATUS.
Key Facts
BATUS, which was established in 1972, is co-located within the vast training area of Canadian Forces Base (CFB) Suffield.
BATUS comprises the largest unit at CFB Suffield and has contributed the majority of funds toward the maintenance of the base.
The training area at BATUS is approximately 2,700 square kilometres, making it the British Army’s largest armoured training facility.
The size of the training area at BATUS allows for all elements of a combined arms battle group (infantry, armour, artillery, engineers, air defence, logistics, and equipment support) to participate in exercises.
Prior to the drawdown, BATUS was home to 400 permanent staff and 1,000 temporary staff members from the U.K, and was equipped with over 1,000 armoured vehicles, including a full complement of Challenger 2 tanks and Warrior Infantry Fighting Vehicles.
Approximately 121 Canadian federal public servants are currently employed in direct support of BATUS and have been notified that they are affected by a Workforce Adjustment (WFA).
Details
Reduced U.K. Presence
The U.K. has historically conducted large-scale training on an annual basis at BATUS with upward of 1,400 soldiers. These exercises were halted in 2020 as a result of the pandemic and the British Armed Forces ultimately did not return to CFB Suffield for training purposes during the 2021 or 2022 season.
In November 2021, a number of unsubstantiated media reports were published, indicating that the U.K. would be closing BATUS in favour of a new training facility in Oman.
In response to these reports, then-Minister of Defence Ben Wallace issued a press release affirming that the U.K. had no plans to shutter BATUS, though armoured training may be flexed to other locations in order to remain in-line with defence priorities.
Since 2021, the U.K. has removed its training fleet of Challenger 2 tanks from BATUS, along with more than 1,000 other vehicles and pieces of heavy equipment, artillery and most supplies and stores.
There are currently no operations or training activities at BATUS. All tanks, artillery, infantry fighting armoured personnel carriers, and lighted armour engineer vehicles have been repatriated.
In September 2023, the U.K. Ministry of Defence formalized their intent to substantially reduce their operational activities and cease all training activities for a minimum of two years, and likely well beyond this date.
BATUS has made an important contribution to the local Medicine Hat, Ralston and regional Alberta economy since 1972. Base services, which were designed to sustain hundreds of U.K. staff and their families, include a library, gymnasium, skating rink, and swimming pool — all of which benefit the local community.
The Future of BATUS
BATUS is governed by a Memorandum of Understanding and a treaty, which regulate the U.K.’s continued use of grounds within CFB Suffield.
Should the U.K. choose to leave BATUS completely, associated termination costs under the treaty, including costs related to remediation of the land, would be triggered.
Since December 2022, National Defence and the U.K. Ministry of Defence have held high-level constructive and honest discussions on the future of BATUS.
These discussions have highlighted the sensitive Canadian domestic considerations that are at play, including the impact that the U.K. drawdown has had on the local community and economy around CFB Suffield, as well as the need to support Canadian federal public servants employed at BATUS.
These high-level conversations have also sought clarity on the U.K.’s long-term approach to BATUS, highlighting the unparalleled value of this training space.
Workforce Adjustment
With reduced operations at BATUS, the lack of meaningful work for Canadian public service employees has resulted in the need for National Defence to engage in a WFA situation, which is a negotiated protection as part of employees’ collective agreements to ensure employment continuity or, where not possible, to provide access to transitional support.
As a first step, all affected employees will be offered access to a Voluntary Departure Program (VDP), which includes access to the selection of WFA options. This will help to identify those wishing to retire, take education leave, and so forth.
All employees will be eligible for one or more transitional support measures, either via a lump sum payment, educational allowances, or a pension waiver for those nearing retirement eligibility.
It is anticipated that a small number of employees (less than 10) will signal their interest to depart.
The WFA process may include a competitive process when there are more employees in a job classification than the number of jobs being retained longer term.
Employees who do not wish to leave the public service will be given a 12-month priority status for appointments in the Core Public Administration, and will continue to be paid.
The Royal Canadian Chaplain Service fosters the spiritual, religious, and pastoral care of members and their families from a wide range of faith traditions.
To further support diversity, we are also broadening the entry-standards for chaplains to facilitate entry from a greater number of faith traditions.
We have also established advisor positions, including an Indigenous Advisor and LGBTQ+ Advisor, to the Chaplain General to raise awareness, educate, and innovate.
Adhering to Canadian Armed Forces values and the principle of Care for All is paramount.
If pressed on public prayer:
As part of their role, chaplains are called upon to offer words of encouragement, comfort, and remembrance in both public and private settings.
It is standard practice for chaplains to respect the diversity of religious and spiritual views of all those present, and to support the diversity of their audiences.
While chaplains represent their own spiritual and faith traditions, they serve all military personnel.
Key Facts
Canadian Armed Forces Chaplains
The Royal Canadian Chaplain Service’s primary goal is the care of all our members and their families, without exceptions.
The Chaplain Service serves an ever-growing number of faith traditions represented among serving chaplains in the Regular and Reserve Forces and increasing number of chaplains who come from diverse cultural and linguistic backgrounds.
The Royal Canadian Chaplain Service has also created several advisory positions to further promote diversity and inclusion within the Chaplain Service.
Chaplains must be a credentialed leader of a nationally registered Faith Tradition and have a Graduate-level professional degree in Faith tradition formation and be a member in good standing with a national Faith Tradition Governing Authority.
They also must refer members and their families to other helping professionals, such as social workers, psychologists, or medical personnel, as required.
Details
Royal Canadian Chaplain’s Service
Canada’s Defence Policy, Secure, Strong, Engaged, recognizes that spirituality and resilience are important factors in the wellbeing of Canadian Armed Forces (CAF) members.
CAF chaplains have a responsibility to welcome all members of the Defence Team who seek guidance and/or support without judgment, regardless of whether or not they practice a spiritual/religious belief. Chaplains provide a “safe place” for members to be themselves.
The Royal Canadian Chaplain Service’s primary goal is the care of all our members and their families. CAF chaplains work for the person in front of them at any given moment. They care for all without exception.
The CAF has an ever-growing number of faith traditions, including Christian, Jewish, Muslim, Buddhist, Sikh, and Humanist are represented among serving chaplains in both the Regular and Reserve Forces and chaplains in-training. An increasing number of chaplains who come from diverse cultural and linguistic backgrounds enables the Chaplaincy to better reflect Canadian society and to address complex challenges.
To further promote diversity and inclusion, the Royal Canadian Chaplain Service has instituted several advisor positions (Indigenous Advisor, LGBTQ2+ Advisor, Anti-Racism and Anti-Discrimination Advisor, GENAD, CPCC) in an effort to raise awareness, educate, and innovate.
CAF chaplains have dual accountability to faith traditions and military authorities. As faith tradition leaders, chaplains come under the jurisdiction of their faith groups. As commissioned officers, they are subject to the Canadian Armed Forces Code of Service Discipline and are responsible to their military superiors.
Chaplains in both the Regular and Reserve Force are subject to the National Defence Act, the Code of Service Discipline, and their respective chains of command at all times. However, chaplains, unlike other officers, do not themselves possess “command authority,” meaning they cannot issue orders, nor is any member of the CAF under the authority of a chaplain.
Anti-Racism Report
The Minster’s Advisory Panel on Systemic Racism and Discrimination released its report in April and had the following recommendations related to the Canadian Armed Forces Chaplaincy:
Do not employ Chaplains who are affiliated with religious groups whose values are not aligned with the Defence Team;
Select Chaplains representative of many faiths including forms of spiritually beyond Abrahamic faiths;
Review the selection process for Chaplains to ensure that, in addition to listening skills, empathy, emotional intelligence, there is an intrinsic appreciation for diversity and a willingness to challenge one’s beliefs;
Find ways to grant educational equivalencies, for example, to knowledge keepers, rather than strictly adhering to the prerequisite that all chaplains must have a master’s degree.
Recommendations 6.2, 6.3, and 6.4 of the Anti-Racism Panel Report highlighted important progress areas which have been engaged previously by work undertaken by the Royal Canadian Chaplain Service through the broadening entry-standards for CAF chaplains facilitating the entry of chaplains from a greater number of faith traditions, as contained in the updated Royal Canadian Chaplain Service Manual in the spring of 2022. This facilitated the mandating of the CAF’s first Humanist chaplain in June 2022. There has also been the establishment of advisor positions to the Chaplain General to raise awareness, educate, and innovate. These advisor position include: Indigenous Advisor, 2SLGBTQI+ Advisor, Anti-Racism and Anti-Discrimination Advisor, and GENAD Advisor.
My top priority and greatest responsibility is to build a Defence Team where all members feel protected, supported, respected, and empowered to serve.
That is why we continue 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 is strengthening the promotion process for senior leaders to better assess character, talent, and competence.
In addition to implementing Justice Arbour’s recommendations, National Defence has engaged with over 13,000 Defence Team members to listen and learn from lived experiences.
The Canadian Armed Forces has also initiated a comprehensive review of basic training and developed a framework to enhance education and awareness programs related to conduct and culture.
Further, the military has endorsed a ten-year spotting plan for women, while developing talent spotting plans for other equity seeking groups.
Importantly, restorative services are in place to provide support to address and repair harm, restore individual relationships, and strengthen teams.
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.
If pressed on response to misconduct
Sexual misconduct must never be minimized, ignored, or excused.
Both administrative and disciplinary actions are meant to address a Canadian Armed Forces member’s conduct or performance deficiencies.
The Canadian Armed Forces is committed to ensuring that all reported sexual misconduct incidents are dealt with as soon as possible.
If pressed on External Monitor’s report
I welcome the External Monitor’s second biannual report, which provides an overview of the work underway to implement the recommendations made by former Supreme Court Justice Louise Arbour.
In response to Madame Therrien’s first biannual report, I am pleased to advise that National Defence has now developed a multi-year plan to respond to Madame Arbour’s recommendations.
This plan will prioritize and sequence work to address Madame Arbour’s recommendations, as a critical part of our efforts to achieve meaningful, measurable, and irreversible culture evolution.
I am extremely grateful for Madame Therrien’s work on this report as we continue to implement long lasting reforms.
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).
Of this amount, $3M over three years is to be sourced from internal resources. This offset includes reprofiling $0.8M of funding from 2021-22 into 2022-23.
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 is the centre of expertise that works to unify and integrate all associated culture evolution activities across National Defence.
Independent External Comprehensive Review (IECR)
National Defence received former Supreme Court Justice Arbour’s report on May 20, 2022, and publicly released it on May 30, 2022.
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.
As of October 5, 2023, 14 recommendations have been fully implemented. This is expected to increase to 23 by the end of the calendar year.
Details
Other Canadian Armed Forces Culture Initiatives:
Culture Evolution Strategy: CPCC has collaborated with organizations across the Defence Team to develop a Culture Evolution Strategy. The strategy will align, inform, coordinate, and enable culture evolution by integrating all initiatives. It will also provide an approach for coordination and analysis of new initiatives, policies, programs, and practices.
Culture Evolution Framework and GBA+ Enterprise Approach: The Framework is informed by academic research and the lived experience of Defence Personnel and will establish standards to connect and integrate both existing initiatives and new efforts to build a healthy culture aligned with our values.
Senior leadership selection process being updated to include:
Evidence-based character assessments; and
Increased verification of candidates’ past for misconduct.
As of April 2023, approximately 50 senior leaders have gone through the updated selection process, and approximately 30 leaders are in various stages of the process for promotion year 2023.
Advice Committee: On an ad-hoc, as-needed basis, a select group of internal subject matter experts in National Defence operations, programs, policies, and/or conduct may be assembled to provide objective, impartial, non-binding advice to leadership on contentious or complex CAF cases related to conduct deficiencies.
Workplace Reintegration Framework V2: This Framework provides guidance to leaders at all levels for the accountable and safe workplace reintegration of any CAF member involved in allegations, investigations, and findings related to conduct deficiency.
DAG Secretariat: To elevate and support the voices of our Defence Advisory Groups, a secretariat was established to provide these volunteer members of the Defence Team with the support they need to conduct their valuable work.
Positive Space Program: The program aims to foster a safe and inclusive work environment for everyone, including members of 2SLGBTQI+ communities.
National Defence launched an Anti-Racism Toolkit and Resource Hub, which provides guides, tip sheets, and activities to help stimulate ongoing dialogue among Defence Team members and accelerate culture evolution.
In response to the Minister’s Advisory Panel Report on Systemic Racism and Discrimination, we are developing an Anti-Racism Strategy to address report recommendations.
Senior Leadership Selection Process:
In October 2021, the CAF took its first steps to introduce new rigour and science to its promotion selection processes. This sets the stage for an ongoing evolution of the CAF’s processes for promotion and appointment to be more inclusive and to ensure those selected embody CAF ethics and values.
The CAF has since begun using evidence-based selection tools for General Officer and Flag Officer (GOFO) selection, providing greater insight into the character of officers entrusted to lead the Defence Team.
As a first step, candidates on the GOFO selection boards complete three online psychometric assessments. The results of these assessments contribute to the member’s overall score.
Candidates who are recommended to the Minister for promotion to, or within, the GOFO Cadre are subject to a post-selection confirmation step using what is known as a “360 degree” assessment tool. This process collects feedback from multiple evaluators regarding an individual’s leadership effectiveness.
In addition, a third-party conflict of interest and culture interview is conducted and the observations are incorporated into the recommendations.
Research and consultation are underway to develop an evidence-based framework for character-based assessments that can be expanded to other leadership ranks in the coming years.
Public Online Database:
Drawing from existing databases and surveys, the Conduct and Culture Data Centre will provide culture evolution-related information, including a list of existing research and studies, as well as policies and directives related to culture across the Defence Team.
The CAF Ethos: Trusted to Serve:
Trusted to Serve is a 60-page guide on how best to apply the CAF Ethos and its elements in daily military service.
The first and most important principle found in Trusted to Serve is to respect the dignity of all persons. This foundational principle, as well as other Defence Team ethical principles, military values, and professional expectations, are now incorporated in the CAF Ethos in a way that more fully articulates what is expected from military personnel – with a strong emphasis on character, competence, and trust.
Trusted to Serve builds upon Duty with Honour: The Profession of Arms in Canada. Duty with Honour remains valid at this time; however, it is also undergoing review with the intent to release an updated version of the entire publication in spring 2024.
Minister’s Report to Parliament:
On December 13, 2022, the Minister tabled a report in Parliament entitled Minister of National Defence’s Report to Parliament on Culture Change Reforms in response to former Supreme Court Justice Arbour’s Recommendations.
The report indicates that after careful analysis and robust consultation, the Minister decided that all of Justice Arbour’s recommendations would be accepted. It further indicates that the Minister directed National Defence officials to move forward on implementing all 48 of Justice Arbour’s recommendations.
In addition, the report outlines the following:
The Department of National Defence and Canadian Armed Forces’ ongoing work to implement the 17 IECR recommendations that the Minister initially accepted;
The roadmap to respond to Madame Arbour's remaining 31 recommendations; and,
Ongoing and forthcoming culture change initiatives that align with Madame Arbour's recommendations.
A Departmental Results Report (DRR) is the account of an individual department’s performance over the previous fiscal year, measured against the priorities and expected results set out in the Departmental Plan.
The Department of National Defence and Canadian Armed Forces DRR recounts the achievements made and the challenges faced by our Defence team throughout the reporting year.
In 2022-2023, this included CAF support after Hurricane FIONA, continued military assistance for Ukraine, and an increase in CAF participation in Op REASSURANCE.
Further, the 2022-2023 report introduced a new metric to measure Operational Readiness.
This measure provides a more accurate picture of the CAF ability to respond to concurrent scenarios as outlined in Strong, Secure, Engaged (SSE), rather than simply its rate of response to requests for assistance.
The CAF remains ready and able to respond to requests for assistance, both domestic and international, and to protect Canadians in these turbulent times.
Our goal remains to grow the CAF and to enhance the military’s readiness so that it can meet international and domestic operational commitments to protect Canadians now and in the future.
If pressed on donations to Ukraine
Canada is working closely with our Allies and partners to help Ukraine protect its sovereignty and defend itself against Russia’s illegal war.
Military donations to Ukraine are made following a comprehensive review process which considers CAF Operational Readiness and ensures that the CAF continues to meet its domestic and international commitments.
Details
National Defence Departmental Results Report 2022-2023 (DRR)
In the DRR, the percentage of operations that can be conducted concurrently (Operational Readiness) is reported to have dropped from 100% to 40% from the 2021-2022 report, while the percentage of force elements ready and able to contribute to operations (Force Element Readiness) has dropped from 71% to 61%.
The DRR further states that the CAF is "currently unable to conduct multiple operations concurrently per the requirements laid out in the 2017 Defence Policy (SSE)."
This sharp drop in reported operational and force element readiness is primarily due to new metrics being introduced for the 2022-2023 to produce these measures. Metric 1: Operational Readiness (Dropped from 100% to 40%)
In the past, the Operational Readiness metric was based on the percentage of requests for operations supported by the CAF, as identified through MCs (named Ops) and Requests for Assistance (RFA from OGDs and other levels of government (often domestic responses).
This metric often produced a result of 100% as the CAF were only tasked with what could be achieved.
The new metric used in the 2022-2023 report leverages more sophisticated tools and analysis developed for the Force Posture and Readiness (FP&R) campaign. The metric calculates the CAF’s ability to undertake its core mission set concurrently with scenarios that could be required to fulfill the government’s direction in SSE.
This change was pursued in the spirit of transparency, and to provide a more accurate picture of the CAF’s ability to meet its mandate as directed in SSE, rather than simply focusing on whether the CAF completed operational tasks when requested or as part of government-directed named operations. Metric 2: Force Element Readiness (Dropped from 71% to 61%)
This metric also saw a change in methodology, where Force Elements are now weighted according to their operational impact and size.
Approximately 7% of the reported 10% drop in forces elements ready for operations is accounted for by this change in methodology.
This new weighted model accounts for the size and operational impact of various force elements, rather than a simple counting of each one (e.g., a Frigate with 340 personnel was previously counted as having the same operational impact as a Military Police detachment with 8 people).
The remaining decrease in the ability to conduct concurrent operations (approx. 3%) may be explained by ongoing challenges with reconstitution (i.e., lack of personnel), equipment availability, and sustainment issues.
