Personnel

Mental Health and Suicide

(includes language on s. 98(c) of NDA)

Key Facts

Details

Components of the CAF Mental Health Program

• Psychosocial Services. Social workers, mental health nurses and addiction counsellors normally staff the psychosocial programs. Types of services vary from short-term counselling (which may involve the family) relating to workplace issues, family, or marriage problems. Other examples include addiction consultations and pre-and-post deployment screenings.
• General Mental Health. Specialized mental health services provided by psychiatrists, psychologists, social workers, mental health nurses, addiction counsellors and chaplains. This category of care encompasses individual and group treatment for those suffering from a broad range of mental health concerns.
• Operational Trauma and Stress Support Centres (OTSSC). OTSSC programs are specialized programs within CAF mental health services that ensure very comprehensive and consistent assessment and treatment of patients with all types of trauma and stress injuries or illnesses.
• CAF members may be referred to civilian health care specialists when an appropriate in-house provider is not available in a timely manner.

Road to Mental Readiness (R2MR) Program

• Launched in 2008 and augmented in 2017 with the introduction of a mobile application, R2MR is a mental health education and training program for CAF members and their families. It aims to improve well-being, resilience, short-term performance, and self-awareness of one’s own mental health. It also encourages members to seek help when needed.

Total Health and Wellness Strategy

• In March 2022, National Defence released the Total Health and Wellness Strategy, which supports health and resilience in the workforce and promotes a culture of healthy behaviour.
• As part of the strategy, Military Family Resource Centres are being expanded. CAF members and their families can expect to see reduced wait times for mental health services, and increased access to counselling services.

Suicide Mortality in the CAF

• The 2022 Report on Suicide Mortality in the CAF noted 15 deaths by suicide in the Regular Force in 2021.
• The CAF closely monitors the rates and trends of suicide in its population to gain a better understanding of underlying issues and to mitigate risks.
• The 2022 Report on Suicide Mortality in the CAF (1995-2021) is the first annual report with a more detailed review of Regular Force female suicides.
  • Given that there is insufficient data to enable a statistical analysis of women’s suicide rate, only male Regular Force members have been used to determine suicide rates and to compare to a similar age-gender group in the Canadian general population.
• The 2022 results of the statistical analysis revealed that between 2012 to 2021 there were 13 Regular Force female suicide deaths.
  • The data for the full 2003 – 2020 period indicated that the CAF Regular Force female population had a suicide rate that was 86% higher relative to the Canadian female population, after adjusting for age differences.
  • For the more recent 2015 – 2020 period (six years), the comparable suicide rate was 41% higher relative to the female Canadian general population. Although it suggests that the Regular Force female suicide rate was still elevated relative to the female Canadian general population, it was not a statically significant difference.

Suicide Prevention

• The Canadian Armed Forces Suicide Prevention Action Plan is centred on training and support programs and services, aimed at promoting resilience through spirituality, physical fitness, financial support, counselling, awareness, and specific services for deployed personnel.
• Canadian Forces Health Services considers suicide prevention a top priority. They work in partnership with other government departments and non-governmental agencies to create policy, educational programs. The Directorate of Mental Health also has internal expert resources and processes to study suicide and implement practical changes to help reduce the risk of suicide.

Operational Stress Injury Social Support (OSISS)

• OSISS is a joint program between National Defence and Veterans Affairs Canada (VAC), created by CAF personnel and their family members who experienced the first-hand effects of an operational stress injury.
• It is a confidential, non-clinical, peer-based, social support program that helps individuals return to a healthier quality of life.

Paragraph 98(c)

• Paragraph 98(c) of the National Defence Act creates an offence for wilfully maiming or injuring oneself or another person with intent to render the person unfit for service in the Canadian Armed Forces.
• National Defence maintains that this section is not used as a punitive measure against those who suffer from mental health issues and that the military justice system provides protections for accused persons who suffer from mental illness.
• The Office of the Judge Advocate General has recommended that a clarifying note be inserted in the Queen’s Regulations and Orders for the Canadian Forces to confirm that self-injurious conduct related to mental illness is excluded from the scope of intent of this paragraph of the National Defence Act.

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Culture Evolution

Key Facts

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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Modernizing Military Justice

Key Facts

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IECR Recommendation 5 and Interim Recommendations

• Work is ongoing to address Recommendation 5 of the Independent External Comprehensive Review (IECR). Until such time that a decision is made on the implementation of Recommendation 5, the October 2021 IECR interim recommendation remains in effect.
• As of 14 December 2021, the Canadian Forces Provost Marshal began referring applicable Criminal Code sexual offence files to civilian authorities for investigation.
• All 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 December 2022, and in response to Recommendation 5 of the IECR, the Minister of National Defence directed officials to present options on how jurisdictional change can occur, in consultation with federal, provincial, and territorial partners.
• The implementation of Recommendation 5 raised several important multi-jurisdictional considerations. To address these matters, a Federal-Provincial-Territorial ad hoc Deputy Minister-level committee began meeting in February 2023 to facilitate dialogue and co-operation and make recommendations to inform the way forward.

Report of the Third Independent Review Authority (2021)

• On November 5, 2020, the Minister of National Defence appointed former Supreme Court Justice Fish as the Independent Review Authority to conduct an independent review of specified provisions of the National Defence Act and their operation, as is required by the Act.
• The report, tabled on June 1, 2021, contains 107 wide-ranging recommendations, with most of them dealing with the military justice system, including how issues of sexual misconduct are addressed, military policing, and military police oversight.
• The current focus is to implement the recommendations in a holistic and thematic approach to better manage implementation efforts of all external review recommendations. This includes:
  • Strengthening the independence of key military justice actors;
  • Improving data collection and management related to military justice; and,
  • Convening working groups to set the course for long-term reforms to the military justice system.

Victims and Survivors of Service Offences Webpage

• This webpage serves as a central repository featuring descriptions of victims’ rights in the CAF, and offers information and links to resources for victims and survivors of service offences and any associated parties navigating the military justice system. It is the main awareness tool for victims’ rights in the CAF.
• The webpage was fully amended in June of 2022 following the implementation of the Declaration of Victims Rights.

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Recruitment, Retention, and Reconstitution

Key Facts

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 is being 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.
  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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