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Canadian Armed Forces Readiness

  • This is a challenging economic time for the Canadian Armed Forces and all Canadians.  
  • Along with all government departments, early efforts are underway at National Defence to reduce spending.
  • Any potential reductions in spending are being considered carefully, and minimizing the impact on military readiness is a driving force behind all decisions.
  • Specifically, we are focusing on reducing expenditures related to executive travel and third-party contracting.
  • These reductio rengthen how we recruit, retain, and take care of our people.
  • For example, we are focused on targeted retention – especially for specialized technicians - to provide immediate support to critical military capabilities that are the most impacted by personnel shortages.
  • This targeted retention effort will inform how CAF leaders manage these occupations to ensure readiness as well as the CAF’s broader recruitment and reconstitution efforts.
  • Further, as reflected in these estimates, we have recently increased the compensation and benefits for our military members to ensure our members compensation remains fair, current, and relevant to attract and retain a high standard of candidates.
  • We also released the Canadian Forces Housing Differential (CFHD) to ensure that those members who most require support are prioritized.
  • We have also undertaken a number of initiatives to improve recruitment efforts, such as the Naval Experience Program and the launch of the ‘This is For You,’ general awareness campaign.
  • Our goal remains to grow the CAF and to enhance the military’s readiness, so we continue to meet international and domestic operational commitments to protect Canadians now and in the future.

Key Facts

  • As outlined in Strong, Secure, Engaged, the authorized target strength of the CAF regular force is 71,500, and that of the reserve force is 30,000.
  • National Defence’s current force strength is approximately 63,000 Regular Force and 22,000 Reserve Force members, approximately 16,500 short of our authorized strength. 
  • As of 30 September 2023, the Trained Effective Strength of the Regular Force is 52,707 or about 83% of our Primary Reserve.
    • This represents members who have reached Operational Functional Point (OFP), meaning they are fully trained and ready for deployment at any time.

Details

Current Trained Effective Strength

  • As of 30 September 2023, the Trained Effective Strength (Regular Force) and post-Operational Functional Point (OFP) members (Primary Reserve) of the Army, Navy, and Air Force broken down by component are as follows:
- Regular Force Primary Reserve
Royal Canadian Navy 8,575 2,994
Canadian Army 28,579 16,923
Royal Canadian Air Force 15,553 2,160
TOTAL 52,707 22,077
 

Recent Recruit Intake

  • In 2023-2024 (as of 31 October, 2023) 4,533 individuals joined the Regular Force and Primary Reserve, 17% of whom were women.
    • 2022-2023 intake: 7,172 individuals.
    • 2021-2022 intake: 8,070 individuals.
  • As of September 27, 2023, the Pilot occupation has a trained effective strength of 1,374 personnel out of a total 1,559 available positions in the Regular Force, meaning this occupation is staffed at a level of 88.13%.

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State of the Royal Canadian Navy

  • People are at the core of everything the Royal Canadian Navy does to deliver on its mandate.
  • That is why ensuring that our sailors are equipped with modern and effective equipment is a top priority for National Defence.
  • For example, we are currently procuring 15 Canadian Surface Combatants, 6 Arctic and Offshore Patrol Ships, and 2 Joint Support Ships through the National Shipbuilding Strategy.
  • We are also prioritizing efforts that strengthen how we recruit, retain, and take care of our people.
  • This includes the Naval Experience Program to provide Canadian citizens and permanent residents with exposure to a variety of naval trades.
  • This program will also help to identify and address inefficiencies in the current human resources process so we can streamline our approaches.
  • Through these efforts, we will ensure that the Royal Canadian Navy is optimized to meet current and future security needs.

Key Facts

Arctic and Offshore Patrol Ships (AOPS)

  • National Defence has procured six new Arctic and Offshore Patrol Ships.
  • Four have been delivered, with the fifth to be delivered in December 2024, and the sixth in December 2025.

Canadian Surface Combatants (CSC)

  • The CSC will replace both the retired Iroquois-class Destroyers and the in-service Halifax-class frigates with first delivery expected in the early 2030s.

Joint Support Ship (JSS)

  • The JSS will replace both the retired Protecteur-class Auxiliary Oiler Replenishment vessels with first delivery expected in 2025.

Naval Experience Program

  • The Naval Experience Program (NEP) offers Canadians the opportunity to experience life as a sailor for a one-year contract and provides them with exposure to a variety of naval trades before deciding if a career in the Royal Canadian Navy is right for them.

Culture Evolution

  • 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 I will be soon bringing forward a bill, where I will be seeking your views and input.
  • In addition, I recently announced $2.25 million in funding to commemorate the legacy of the No. 2 Construction Battalion to acknowledge historical harms and racism in our military and to underscore our commitment to diversity and inclusion.
  • Further, 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.

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

Independent External Comprehensive Review (IECR)

  • 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.

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Implementation of External Reports (Arbour, Fish, Deschamps)

Includes Lines on Recommendation 5

  • National Defence maintains an unwavering commitment to implement the external recommendations of former Supreme Court Justices Arbour, Fish, and Deschamps.
  • To this end, I welcome the External Monitor’s second report on the work underway to implement former Supreme Court Justice Arbour’s recommendations.
  • We have taken on Madame Therrien’s feedback regarding the need for a strategic approach and developed a concrete implementation plan, with specific timelines and measures for each recommendation.
  • The comprehensive implementation plan prioritizes initiatives that will have the greatest impact on the lives of Canadian Armed Forces members and their families.
  • We have made important progress on all 48 of former Supreme Court Justice Arbour’s recommendations and we expect 23 will be completed by year’s end.
  • We are also finalizing legislative plans to address recommendation 5 within Canada soon.
  • For instance, in August, I announced that we have a process to repeal the Duty to Report and are taking steps to strengthen policies, orders, and directives to support victims.
  • This survivor-centred and evidence-based approach is intended to ensure that all members of the military can work in an environment where they are protected, respected, and empowered.
  • Further, our government also introduced and brought into force the Declaration of Victims Rights, which resulted in 65 Victim Liaison Officers who are trained to support victims as they navigate the military justice system.
  • Additionally, military members may now choose to file complaints of sexual harassment and assault directly with the Canadian Human Rights Commission.
  • We are also making progress in other key areas, including the continued expansion of services offered by the Sexual Misconduct Support and Resource Centre.
  • National Defence will continue to prioritize and swiftly advance the implementation of external recommendations as part of our effort to create a safe environment for all Defence Team members. 

If pressed on the transfer of cases to provinces and territories:

  • I can confirm that all Criminal Code sexual offence charges are laid in the civilian system, and no new Criminal Code sexual offence charges are being adjudicated in the military justice system.
  • I am aware that there have been reports that not all sexual offence cases have been transferred to civilian courts.
  • These numbers reinforce the complexity of concurrent jurisdiction and underscore the need for a clear delineation of responsibility when it comes to offences committed to Canada.
  • I think that it is important to understand that there is a distinction between investigations and charges.
  • We do know that some victims do not want to proceed with a civilian police investigation and prefer a military police investigation, and other cases have not been referred because the offences took place abroad.
  • My hope is that the legislative plans we are finalizing will help address these challenges.
  • National Defence will continue to engage provincial and territorial partners on this issue, including through the ad hoc Deputy Minister-level Committee and other multilateral and bilateral channels.

Key Facts

Implementation of Recommendation 5:

  • Budget 2022: $100.5 million over six years, with $1.7 million in remaining amortization, and $16.8 million ongoing allocated to modernize the military justice system and support culture change in the CAF, among other initiatives.
  • June 2022: Remaining provisions of An Act to amend the National Defence Act and to make related and consequential amendments to other Acts (Bill C-77) came into force, thereby:
    • Strengthening rights afforded to victims of service offences;
    • Bringing military justice system into closer alignment with civilian criminal justice system; and,
    • Creating Victim’s Liaison Officers to assist victims by:
      • Explaining to the victim the manner in which service offences are charged, dealt with, and tried under the Code of Service Discipline; and,
      • Obtaining and transmitting to the victim information relating to a service offence that the victim has requested and to which the victim has a right under the Declaration of Victims’ Rights.

Implementation of Recommendation 5

  • February 2023: To address jurisdictional matters, a Federal-Provincial-Territorial ad hoc Deputy Minister-level committee began meeting to facilitate dialogue and co-operation and make recommendations to inform the way forward in jurisdictional change.
  • Since December 2021, all new Criminal Code sexual offence charges are now being laid in the civilian justice system – no new Criminal Code sexual offence charges are being adjudicated in the military justice system.
    • In Canada, military police now refer all Criminal Code sexual offence files to civilian police services, unless a victim requests otherwise. Outside Canada, military police investigate all Criminal Code sexual offences in order to ensure that Canada abides by its commitments in Status of Forces Agreements.

Implementation of Recommendations 7 and 9:

  • August 15, 2023: Minister Blair announced changes to the military grievance and harassment process, which implement Recommendations 7 and 9 of Madame Arbour’s IECR.
    • Effective immediately, any CAF members who have experienced sexual harassment, sexual misconduct or any other form of discrimination based on sex/gender while performing their duties can choose to bring their complaint directly to the Canadian Human Rights Commission (CHRC) without first exhausting internal grievance and harassment processes.

This announcement followed an extensive period of consultation and planning between National Defence and the CAF and the CHRC to ensure a robust and smooth Implementation of Recommendation 11:

  • August 30, 2023: Minister Blair announced the initiation of a process to repeal the Duty to Report specified in the Queen’s Regulations and Orders (QR&O).
  • The Duty to Report regulations were intended to prescribe a general standard of expected behaviour for all CAF members and to serve as a tool for upholding discipline, efficiency, and morale.
  • During the past several years, many external reviews, stakeholders, and survivors have expressed concerns about negative consequences resulting from the Duty to Report for people affected by offences of an interpersonal nature, such as sexual misconduct.
  • In her Independent External Comprehensive Review (IECR), Madame Arbour recommended that National Defence amend the QR&O to exempt sexual misconduct and consider abolishing the Duty to Report for breaches of the Code of Service Discipline.
  • National Defence expects that regulatory amendments could be in force during Winter 2023-24.

Sexual Misconduct Support and Resource Centre (SMSRC):

  • The SMSRC has continued to expand its support services, including expanding support to Cadets, Junior Canadian Rangers, and to family members. Services are available to those aged 16 years and older.
  • The SMSRC was stood up in 2015 following Madame Deschamps’ recommendation.

Details

Arbour Report

  • May 20, 2022: Madame Arbour released her Independent External Comprehensive Review (IECR).
    • May 30, 2022: Minister Anand accepted the IECR in its entirety.
  • The IECR provides 48 recommendations that fall within 11 areas of focus ranging from the CAF’s definitions of sexual misconduct and harassment to the mandate and activities of the Sexual Misconduct Support and Resource Centre (SMSRC) – including its independence and reporting structure – to issues around recruitment, military training military colleges, and internal and external oversight mechanisms.
  • 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 none of Madame Arbour’s recommendations will be rejected. 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.

External Review Implementation

  • October 25, 2021: The CDS/DM signed a directive establishing the External Comprehensive Review Implementation Committee (ECRIC).
  • The Committee is responsible for developing and overseeing a plan to implement the recommendations from Justice Arbour, Justice Fish, Justice Deschamps, and other external comprehensive reviews.
  • The Committee is co-chaired by the Vice Chief of the Defence Staff and the Judge Advocate General.

Fish Report

  • June 1, 2021: Minister Sajjan accepted in principle all 107 recommendations.
  • The 107 recommendations support the ongoing modernization of the military justice system, military policing, and grievance process.

Deschamps Report

  • The Deschamps report included 10 recommendations related to sexual harassment and sexual misconduct in the Canadian Armed Forces.
    • The former CDS, General Vance, accepted all ten recommendations.
  • It is important to note that some of Madame Deschamps’ recommendations have been superseded by recommendations in more recent external reviews, including Madame Arbour’s report. As such, some of Madame Deschamps’ recommendations may never be considered fully implemented.

External Monitor

  • In response to Recommendation 48 of the Independent External Comprehensive Review (IECR) report, Madame Jocelyne Therrien was appointed as External Monitor in October 2022 to oversee the implementation of the IECR’s accepted recommendations. The External Monitor reports directly to the Minister of National Defence (MND).
  • The External Monitor delivers a progress report to the Minister every six months, which is then made public in both official languages.
  • Madame Therrien’s first report, released in May 2023, focused on approximately half of the IECR recommendations. She noted that DND/CAF lacked a clear multi-year plan outlining the prioritization and sequencing of activities in response to recommendations.
  • The second report, released in November 2023, covers all 48 recommendations. In this report, the External Monitor affirms that implementation of all 48 recommendations is underway. She also notes that DND/CAF has now developed a multi-year implementation plan for external recommendations that shows how the organization will progress towards its goal of culture change. 

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Support and Resources to Survivors

  • I am committed to ensuring that survivors of sexual misconduct have the support, care, and resources they need.
  • A key vehicle for this type of support is the Sexual Misconduct Support and Resource Centre (SMSRC), which operates outside of the military chain of command and provides a number of robust services.
  • These include a 24/7 support line and a Response and Support Coordination program, which offers ongoing support, accompaniment, advocacy, and personalized case management across the country.
  • SMSRC provides grants to 32 not-for-profit community-based providers across Canada who support the wider Defence community.
  • These services are enabling a greater number of individuals to receive counselling and other supports, particularly in historically underserved regions.
  • Additionally, in May 2023, the SMSRC launched its Independent Legal Assistance Program intended for individuals who have experienced sexual misconduct.
  • We will continue to make all possible efforts to support survivors and foster an inclusive and respectful workplace.

Key Facts

Sexual Misconduct Support and Resource Centre (SMSRC)

  • The SMSRC’s toll-free support line is 1-844-750-1648.
  • In fiscal year 2022-2023, 1,429 contacts were made to the SMSRC.
  • May 2023: The SMSRC has expanded its services – including its online peer support discussion platform – beyond current and former CAF members and Department of National Defence (DND) public service employees to include Cadets, Junior Canadian Rangers, and family members of the wider Defence community. Services are available to those aged 16 years and older.
  • October 2022: In partnership with Statistics Canada, National Defence launched the third Survey on Sexual Misconduct in the Canadian Armed Forces (SSMCAF). Results of the survey will be made public on 5 December 2023 and will be used as a vital tool to guide our efforts, by informing policies, training, and future support services.
    • This includes CAF members’ experiences of sexual misconduct in the military workplace, their perceptions of the climate surrounding sexual misconduct in the CAF, the impact of sexual misconduct in the workplace, and their usage and satisfaction with the SMSRC’s services.

Victim Liaison Officers

  • A victim can request that a Victim’s Liaison Officer (VLO) be appointed to them.
  • VLOs are responsible for providing information about the Military Justice System, support programs, and services available to victims, as well as providing referrals to programs and services, as required. 
  • 59 VLOs have been trained to date.
  • 27 cases have been managed since the program was launched in June 2022.

Details

Sexual Misconduct Support and Resource Centre (SMSRC)

  • The SMSRC provides expert advice, guidance, and recommendations to the Canadian Armed Forces and Department of National Defence on all matters related to sexual misconduct.
  • The SMSRC operates outside and independently from the CAF chain of command within the Department of National Defence and reports directly to the Deputy Minister.
  • The SMSRC provides support services to:
    • Currently serving members of the CAF;
    • Former members of the CAF;
    • National Defence public service employees;
    • Former National Defence public service employees;
    • Cadets aged 16 and older;
    • Junior Canadian Rangers aged 16 and older;
    • Families of the above aged 16 and older; and
    • Members of the Defence community and caregivers who support those affected.

Victim Liaison Officers

  • Victim’s Liaison Officers (VLOs) are trained to ensure that victims understand their rights, the Military Justice System (MJS), and participants within the MJS.
  • VLOs provide information about the MJS, explaining how service offences are charged and tried under the Code of Service Discipline. They also obtain and transmit information to the victim when requested.
  • A VLO is not an advocate or legal representative, and does not provide any form of personal, material, physical or mental health support to the victim. Where required, they provide information about support programs and services available.

Independent External Comprehensive Review (IECR) Recommendations

  • On May 30, 2022, Madame Arbour publicly released her Independent External Comprehensive Review.
  • The report provides 48 recommendations, nine of which focus on SMSRC (relating to its name, scope, programs, training, etc.).
  • SMSRC continues to make progress on these recommendations, and several have already been implemented. For instance, the SMSRC has officially changed its name (Recommendation 12) and transferred ownership of CAF-specific prevention training initiatives to the CPCC (Recommendation 15).

Independent Legal Assistance (ILA) Program

  • The ILA program aims to facilitate access to legal information, legal advice, and legal representation to enable people to make informed decisions based on their specific circumstances, needs, and goals.
  • The first phase of the program provides reimbursements of eligible legal expenses incurred by individuals on or after April 1, 2019, as a result of experiencing one or more incidents of sexual misconduct. This is an important step in addressing recommendation 14 of the IECR.
  • Reimbursements for eligible expenses will be provided while the SMSRC continues to develop the long-term program model in consultation with key partners, including people who have experienced military sexual misconduct.
  • The ILA program is available to individuals that have experienced sexual misconduct.

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Recruitment, Retention, Reconstitution

  • We are committed to evolving our culture, growing the Canadian Armed Forces, and ensuring that our Forces reflect Canada’s diversity.
  • To build on our force strength of approximately 63,000 Regular Force and 29,000 Reserve Force members, we are prioritizing efforts that strengthen how we recruit, retain, and take care of our people.
  • To attract all eligible Canadians and permanent residents, we are prioritizing the recognition of past experience during the recruiting process, which will accelerate military career paths.
  • As of October 27, 2023, the CAF has received 41,473 applicants. Canadian citizens represent approximately 70% of the total applicant pool, and Permanent Residents approximately 30%.

If pressed on specific initiatives

  • We are also improving the recruiting experience by digitizing, streamlining, and redesigning the recruitment process to ensure each application is processed efficiently.
  • Specifically, we have moved forward to deliver a digital applicant portal – Recruitment Digital Modernization Initiative – to provide an agile, modern, human-centric recruiting system.
  • The first iteration of this program is in design now and rollout is expected by the end of February 2024.
  • In addition, we have implemented screening measures during the pre- and post-recruitment phases, such as new and refined screening and interview questions, tattoo screening, and the use of enrolment release processes.
  • Further, we are improving our talent management efforts to better place members in occupations that match their interests, skills, abilities, and experience.
  • To increase our outreach and education to eligible individuals, including to under-represented groups, we are also conducting focused engagements with communities across Canada.
  • In March 2023, the Canadian Armed Forces launched its new general awareness campaign, entitled ‘This is For You’.
  • The Royal Canadian Navy has also launched a new recruitment initiative, the Naval Experience Program, which will provide individuals the opportunity to experience the Navy as a sailor for a one-year contract.
  • Since its launch, there have been 70 enrolments into the Program, with approximately 460 applicants still within the applicant process.
  • In October 2022, National Defence launched a new retention strategy to better support our members by responding to their emerging and changing needs.
  • In addition, we are reviewing the training programs at every level, including basic training, to ensure we remain prepared to excel in operations at home and abroad while building a more inclusive team.
  • Through these efforts, the Canadian Armed Forces will become a first-rate career choice that will attract talented Canadians for years to come, thereby ensuring that the Forces is optimized to meet current and future security needs at home and abroad.

Key Facts

Ongoing Recruitment Initiatives:

  • Targeted engagement with communities across Canada to increase representation of under-represented groups.
  • Programs to increase Indigenous representation.
  • Prioritizing women applicants within all Canadian Armed Forces (CAF) enrolment programs, including at military colleges.
  • December 5, 2022 – The Minister announced that permanent residents are welcome to apply to enrol in the CAF.
  • In 2023-2024 (as of 31 October, 2023) 4,533 individuals joined the Regular Force and Primary Reserve, 17% of whom were women.
    • 2022-2023 intake: 7,172 individuals.
    • 2021-2022 intake: 8,070 individuals.
  • As of September 27, 2023, the Pilot occupation has a trained effective strength of 1,374 personnel out of a total 1,559 available positions in the Regular Force, meaning this occupation is staffed at a level of 88.13%.
    • The Royal Canadian Air Force (RCAF) stood up an attraction team in Fall 2022 with the aim of reaching more Canadians and generating interest in a career in the RCAF.
    • The attraction team participated in 40+ events over Summer 2023, ranging from air shows, exhibitions, career fairs, and sport meets.
    • The RCAF Strategy, released in February 2023, builds upon wider CAF efforts to showcase and leverage existing recruiting allowances, pay incentives, and subsidized education programs to help with recruitment.
  • Indigenous Representation: 2.9% (as of May 2023); goal is 3.5% by 2026.
    • As of July 2023, the CAF is offering 5 Indigenous training programs nationwide, which combine military skills training and Indigenous cultural teachings.
  • CAF Employment Equity Plan 2021-2026 recognizes the 2SLGBTQI+ community as a designated group.
  • New Promotion and Selection Process: National General Officer and Flag Officer Selection Boards now feature procedural improvements, including mandating that one voting member be from a Designated Employment Equity Group. 

CAF Reconstitution Directive:

  • Released October 6, 2022, the CAF Reconstitution Directive will help ensure the long-term viability of the CAF through an in-depth analysis and prioritization of all tasks, operations, plans, and activities.
  • The directive focuses on two priority areas: people and operations.

Details

Current Programs and Initiatives

  • National Defence implements a broad range of proactive and targeted recruitment programs aimed at increasing the representation of women, visible minorities, and Indigenous Peoples in the CAF. These programs and initiatives include:
    • Operation GENERATION, an ongoing mission to meet employment equity goals, reduce enrolment times, and modernize recruiting activities;
    • The CAF Indigenous Entry Program, a three-week hands-on experience program for Indigenous Peoples who are considering a career in the CAF;
    • The Indigenous Leadership Opportunity Year (ILOY) provides Indigenous participants with exposure to the CAF military and academic disciplines. Enrolled and paid as Officer Cadets, participants experience university-level educational and leadership opportunities at the Royal Military College in Kingston, Ontario;
      • It is the only Indigenous program focused on developing potential officers. Participants are enrolled into the Regular Force as Officer Cadets;
    • Multiple six-week paid Primary Reserve Indigenous Summer Programs, which integrate cultural teachings with military training.
      • Participants who successfully complete a program are granted the CAF Army Reserve Basic Military Qualification.
  • Work is also underway to improve the CAF’s employment model and provide flexible career options, such as:
    • component transfers (Regular Force to Primary Reserve and Primary Reserve to Regular Force);
    • flexible or interim work policies; and
    • modernizing the nature of full-time and part-time employment within the CAF.
  • Seamless Canada Initiative: Aims to enable cooperation between National Defence and provinces and territories to help military families relocate more seamlessly between the provinces and territories.
  • Permanent Residents: The Canadian Forces Recruiting Group accepts trained applicants from foreign militaries. These applicants include pilots, logistics officers, infantry officers and other skilled professionals, who may become enrolled in the CAF if they have permanent resident status in Canada.
  • This enables other permanent residents, who meet the same criteria as Canadian citizens to enroll in the CAF as new recruits or officer cadets.
  • The Chief of the Defence Staff signed a document on October 18, 2022, that reinforces existing policy and designates authority to the Commander Military Personnel Command and the Commander Canadian Forces Recruiting Group for the enrolment of a citizen of another country who has permanent resident status under the Immigration and Refugee Protection Act.
  • Naval Experience Program: The Naval Experience Program (NEP) is a recruiting program offered by the Royal Canadian Navy, open to Canadian citizens and permanent residents between the age of 16-57.
    • NEP offers Canadians the opportunity to experience Navy as a sailor for a one-year contract and provide them with exposure to a variety of naval trades before deciding if a career in the Navy is the right fit for them.
    • Participants receive the same pay and benefits as any other CAF recruits.
    • After the one-year contract, participants can choose to continue to serve with the RCN, either full-time or part-time, transfer to another element, or leave the RCN.
    • As of 24 October 2023, there have been 70 enrolments into the NEP. There are currently 468 applicants still within the applicant process, with 68 of these applicants in the final stages of processing for enrolment.
  • There are 327 applicants that are within the applicant process waiting to complete their Canadian Forces Aptitude Test (CFAT), medical and Military Career Counsellor interview. 215 of these applicants are required to write the CFAT.

Other Diversity and Inclusion Initiatives

  • Other diversity and inclusion initiatives include, but are not limited to:
    • Dress Instructions Update – CAF personnel can choose the uniform that makes them most comfortable.
    • Inclusive Ranks in French – French versions of all designations of ranks now have official Gender Inclusive equivalents.
    • Women’s Health Framework – this aims to enhance women’s health care and increase knowledge of women’s health issues and topics within the military.
    • Post-natal Care – the CAF has released its first Nursing and Pumping Policy, which requires all Commanding Officers to establish a lactation plan to support their members.
    • Compassionate Leave Policy – this allows members to request new types of leave to account for pregnancy loss, family violence, and parents of young victims of crime, for example.
    • Training Needs Assessment – the most recent Training Needs Assessment addressing professional conduct was conducted in 2020. Results are being reviewed to develop an implementation plan.

CAF Retention Strategy

  • On October 6, 2022, National Defence released the CAF Retention Strategy, which is composed of three elements:
    • Better understanding the drivers that impact/hinder retention rates;
    • Outlining key considerations from leadership responsibilities, to flexible policies to effective communication; and
    • Identifying concrete levels of effort to guide a deliberate approach to this problem-set, including strengthening governance.

CAF Reconstitution Directive

  • The CAF Reconstitution Directive focuses on two priority areas:
    1. People:
      • Canadians needs to see the CAF as a first-rate career choice, where they will feel welcome, valued, and safe to bring their talents to bear in service to our country.
      • To attract and retain talent from across Canadian society, the Military Personnel Management System needs to be modernized to support CAF members so that they can achieve their goals and have fulfilling and successful careers.
      • Similarly, policies that directly address the stressors of military service will see further refinement to enhance retention and demonstrate a commitment to our people.
      • Reconstitution efforts directly support recruitment and retention; National Defence is taking steps to ensure that current and prospective Canadian Armed Forces members have financial security for themselves and their families, modern infrastructure, modern equipment, and meaningful work at home and abroad.
      • National Defence is embarking upon a modernization of the Military Personnel Management System, built in a digitalization framework.
    2. Operations:
      • Limited staff capacity means bold steps must be taken to rationalize activities, reduce process limitations, and cease activities that do not directly contribute to the growth of the CAF, operations, or modernization.
      • Readiness will be further reinforced by developing operational capacity in the burgeoning domains of cyber and space.

Canadian Forces Housing Differential (CFHD)

  • The CFHD replaces the PLD and took effect on July 1, 2023.
  • The CFHD is TBS-mandated, and the result of significant deliberation by the DND, CAF and TBS to establish a policy that respects the allotted annual budget for this differential, while focusing on assisting those CAF members who require housing assistance most.
  • The CFHD is focused on lower-salaried members in exceptionally expensive locations, such as Victoria and Toronto.

Provisional Post Living Differential (PPLD)

  • PPLD will reduce the shock of the transition to the CFHD. The 15-year rate freeze of PLD/TPLD created an environment where members became accustom to the allowance when the cost of living stressors in their location were eased through pay increases and local economic factors.
  • The PPLD will gradually transition members from PLD to the CFHD, is effective July 1, 2023 and will cease on June 30, 2026.
  • PPLD was developed and implemented after securing internal funding and negotiating the terms with TBS.

Recruitment Digital Modernization Initiative (ReMit)

  • In response to recruiting challenges DND/CAF embarked on a program to create an Agile, Modern, Human-Centric Recruiting System of Systems.
  • This program is called Recruitment Digital Modernization Initiative (ReMIT).
  • The mission of the program is to: Provide a modern, agile, human-centric experience that attracts, enrolls, and retains Canadians of all backgrounds. Be a driving force in CAF cultural change by emphasizing inclusivity, equality, and diversity, attracting and employing those who aspire to something greater than themselves. This is the initial program in CMP’s quest for digital transformation.
  • The first iteration of the program is in design now with prototype testing due to be completed by end November 2023 with full rollout of the program by the end of February 2024.
  • The second iteration is being developed in parallel with the first and aims to achieve a decision how to proceed by March 2024.
  • First iteration upgrades will provide:
    • Online Personality Inventory Tests to enable the conduct of many steps without having to visit a recruiting centre
    • Automated Test Message Reminders to notify applicants of their file status, next steps and any items they need to complete
    • Multi-Select Tool will enable recruiters to process multiple similar files at the same time, reducing the time it takes to complete repetitive tasks
  • As the program is rolled out, it will be evaluated using 4 categories of KPIs: Recruiting, Processing, Customer Service and Employment Equity.

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