Level of effort

LoE 1: Communicate, Educate, Collaborate

THW Initiatives Status Report

Strategic Objective 1a: Increase Knowledge of Health and Wellness through Collective Promotion Activities

#1 – Develop and implement a Total Health and Wellness (THW) communications plan

Phase 1. Status - In Part. The purpose of the L0 Internal Total Health and Wellness (THW) Communications Plan is to outline high-level products and resources that will inform all Defence Team members, military and civilian, about the publication of the Defence Team Total Health and Wellness Strategy (THWS). Phase 1 of this Communications Plan has been completed which included the following products: a news release, an email message from the THW Programme Office, a toolkit email message sent to HICC + PAPCT Members, a Canada.ca THWS Hub Page including an HTML version of the Strategy, a DM/CDS department wide e-mail message, a DT News segment (video), an explainer video, a Maple Leaf article, and social media posts. The Communications Plan for Phase 2 is currently being drafted and consultation with key stakeholders is underway. Phase 2 will focus on post-launch (Phase 2) communications efforts that support the various programs, projects, and events that fall under the THWS’s Lines of Effort and their associated Strategic Outcomes. In Phase 2, an active and sustained internal communications approach will inform audiences of progress, milestones, and work to come, with a focus on the internal Defence Team audience. Through the Communications Plan, we seek to increase the knowledge of the Defence Team about the programs and services available to assist them as part of the THWS and encourage the Defence Team to access those programs and services to achieve optimal health and wellness. Our goals include: demonstrating leadership’s commitment that the health and wellness of Defence Team members are top priorities, reinforcing the importance of health and wellness in all aspects of DND/CAF activities, exercises, and operations, and lastly, encouraging an integrated trans-organizational approach to total health and wellness communications in order to align existing strategies and programs and identify new areas of focus where gaps exist. Although there are no foreseeable delays in the implementation of this action item, keeping the Corporate Internal Communications team up to date on projects, strategies, and initiatives under the THWS umbrella is imperative to ensure an active and sustained promotion of THWS. Additionally, the success of this action item is dependent on the collaboration of all programs and initiatives under the THWS in regards to using key messaging and referencing the THWS in all communications. As communications will be sustained throughout the life of the THWS, this item will be considered “ongoing” moving forward.

#31.2 – Transition training

This sub-action item belongs to the overarching item #31 – Achieve full operational capability for CAF TG – Core Action Item

Action Items realigned and covered by the overarching sub-action item #31.2:

  • #31.21 – Review, develop, expand and deliver updated second career assistance network (SCAN) seminars under SCAN 2.0 transformation - In Part
  • #31.22 – Building pre-transition awareness – Inform CAF members, and their families, earlier in their careers about the importance of transition planning and about VAC benefits, services, and supports - In Part

Ongoing. Status - In Part. This stakeholder identified action item, #31.2, regroups two SPAP sub-action items seen above into one sub-action item, which contribute to the overarching action item #31. The aim of this action item is to develop and implement a robust and comprehensive approach to training that is modern, accessible, and standardized CAF wide. By impacting CAF members, this action item intends to benefit not only the members, but families, veterans, and reservists. SCAN Online packages were launched in December 2018, and available for CAF members and Veterans anywhere and at any time to aid transitioning to civilian life. With COVID, the local SCAN seminars have since been modified to be delivered virtually. Introduced in Apr 19, the Enhanced Transition Training is required for all transitioning members with a date of release. In addition, in coordination with VAC, a new transition training package is currently being trialed to replace the current ETT package. The first phase of the training package has been designed and is ready to be trialed, My Transition 101 (MT101) with additional phases on track to be developed, including My Next Mission. MT101 will be available through DLN with workshops both virtually and in class, with research being conducted with VAC to identify a platform accessible to both CAF members and Veterans. This training will help CAF members in their transition planning by considering which track(s) is appropriate based on individual needs (My Employment Plan, My Education Plan, My Retirement Plan, and My Business Plan). Additionally, considerable progress was made in providing a variety of tools such as My Transition Guide, My Transition App, Military Occupational Structure Identification Code/National Occupation Code Equivalency Tool (MNET), My Skills and Education Translator (My SET) and Canada.ca Transition Website. As it stands, this item is on target to reach deadlines outlined in the THWS action plan (completed by 2024) although a potential delay on portions of the training package currently in development has been flagged as a possibility due to Human Resources and IT issues. It is estimated at this point that this delay might be a year if it occurs.

#31.3 – Transition digitalization

This sub-action item belongs to the overarching item #31 – Achieve full operational capability for CAF TG – Core Action Item

Action Items realigned and covered by the overarching sub-action item #31.3:

  • #31.31 – Enhance CAF/VAC websites and CAF/VAC social media presence in order to make all information on VAC services and supports easily accessible and comprehensible for releasing CAF members, veterans and their families - In Part
  • #31.32 - Develop End-to-End Online Benefit Applications and Approvals Processes for Releasing Members - In Part

Ongoing. Status - In Part. This umbrella action item regroups two SPAP sub-action items seen above into one sub-action item and contributes to the overall action item – to achieve full operational capability for CAF TG. The aim of this action item is to digitalize the transition process through the development of an online visual of CAF and VAC services and supports that facilitate the CAF member’s successful transition from military to civilian life; a toolset to foster CAF member applications prior to the transition period; and online tracking of reviews, appeal decisions and correspondences for VAC programs. Specifically, significant progress has been made towards the construction of a Digital Transition Center (DTC), a one-stop shop on the internet where members and their families can get the same level of support as they would at a physical transition centre location. Key services will include the capability to access all of the information on the MCT Canada.ca webpage; viewing Transition Events (e.g., career fairs, education fairs, workshops); logging into My VAC Account; and e-CAFRA for digital processing of release administration; viewing and scheduling appointments with a Transition Advisor; receiving virtual transition counseling in a secure environment; viewing, modifying, and downloading Transition Plans; and accessing Transition Training. The first prototype was completed in November 2021, with launch anticipated in 2022. To support this, CAF TG procured 2 PB servers, allowing the DTC to operate from the internet. Furthermore, the implementation of CAF Release Administration (CAFRA) system has not only digitalized the previous paper-based process, but will also ensure timely and accurate completion of benefit applications and approvals for releasing members. This improved internet portal will allow members to access digitalized release and component transfer applications as well as allow access to the member’s Chain of Command to authorize, amend, or cancel requests. This tool will enhance efficiency and includes a comprehensive administration workflow for all benefits that need to be in place before a member transitions to post-military life. Through the digitalization of the transition process, this action item intends to benefit CAF members, Reservists, Veterans and their families. At this time, no delays are expected in the implementation of this action item, although information management and information technology issues could impact the achievement. Working in collaboration with VAC, this item works to ensure a seamless transition for CAF member to civilian life.

#65 – Family Violence Prevention Awareness Campaign (“Healthy Relationship Campaign”)

Formerly “Family Violence Prevention Awareness Campaign (“Take a Stand”)”

Ongoing. Status - Steady State Complete. CFMWS runs an annual awareness campaign in October for the promotion of healthy relationships. This campaign transitioned from the Take a Stand campaign to the Healthy Relationship Campaign in 2018/2019 and expands every year. The campaign features stories of military families who have faced and overcome challenges, as well as offers a variety of tip sheets to help share information with military and veteran families. In FY 21/22, two new tip sheets were developed focused on deployments and featuring spotlights on new families to increase diversity in representation. An article on the development of the campaign was published in the February issue of the Journal of Military and Veteran Health Research. In terms of increasing awareness in FY21/22, the CAFConnection.ca/healthyrelationships page had over 3,327 new users to the website, 3,177 clicks on the Facebook link were captured, and 980 Healthy Relationships YouTube views were done through the campaign – all higher numbers than in 2020. Overall, a stronger measure of engagement and interest in the campaign was garnered in 2021 vs 2020. Through sharing resources and stories of military families who have faced and overcome challenges, it will equip others with tools to face their own family relationship challenges, thereby working towards operational excellence. This action item supports SSE initiative 22 – Women and Gender Equality Canada’s Strategy to Prevent and Address Gender-Based Violence.

Strategic Objective 1b: Increase health and wellness literacy through harmonized training and education

#2 – Coordinate the development and implementation of an integrated THW training plan (DT-HRC THW SC)

Phase 1. Status - Unlikely/Mitigated. A consequence of the delayed release of the THWS is some strategic action items originally due for completion within the fiscal year of 21/22 have not yet started. At this time, work on this will commence in Phase 2. There is no monitoring underway and the status is tagged as “unlikely/mitigated” to reach THW targets. The THW ProgO is coordinating with the THW SC to identify the lead organization to advance this item.

#41 - Optimizing Performance Force and Family (OPF 2) - CANSOFCOM Program

Action items re-aligned and covered by the overarching action item #41:

  • #41.1 – Special Operations Mental Agility (SOMA) – CANSOFCOM Program – In Part
  • #41.2 – Transition out of CANSOFCOM Program – Steady State Complete
  • #41.3 - Research Project: Resilience in the CANSOFCOM Community - Completed

Ongoing. Status - Delayed. This is an overarching action item that encompasses two sub-action items. OPF2 was created as both a strategy and an interdisciplinary coordinating system that enables and facilitates a holistic approach to caring for Special Operations Force (SOF) members and their families. Supporting SSE initiatives 16, 17, and 24, the focus of the program is on promoting resilience, enhancing performance and setting the conditions for optimal rehabilitation across four core domains: Physical (Medical and Human Performance PSP-Delivery), Psychological, Spiritual & Family (Military Family Services). As it stands, the program primarily benefits CAF members, CAF veterans, CAF reservists, and their families. CANSOFCOM is currently working on evolving the OPF2 program to incorporate components of the THWS specific to DND employees where it aligns with the OPF2 Domain construct. OPF2 operates by leveraging existing CAF services (much like the conventional forces), as well as developing new or supplemental services where needed that are typically embedded or dedicated at the unit level to attain the program’s main outcome of increased operational effectiveness. While the OPF2 PMF has recently been approved, implementation of the PMF has been delayed due to capacity restraints of DGMPRA researchers. The CANSOFCOM Commander has identified implementation of the OPF2 PMF as a top priority and determining further support requirements and actions to develop an implementation and data collection plan are underway. For the time being, the conduct of research/surveys and oversight by a bi-annual OPF2 Steering Committee enable ongoing monitoring of program services and deliverables to ensure continual improvement. Although COVID had a definite impact on several planned initiatives and in-person programming in general, progress was made in the development and execution of a robust Virtual Service Delivery capability. Shortly after the onset of COVID, the Human Performance Teams developed and distributed an incredible amount of virtual programs and services that were delivered for 22 straight weeks, including for deployed personnel. Our Family, Spiritual and Psychological Domains also successfully adapted by offering various virtual services. To support this ongoing work, four term positions were converted to “indeterminate” and a new position was added to Human Performance (HP) – Delivery and Family Domains. Additionally, the Human Performance Platform (data analytics) Pilot is progressing with collaboration with CFMWIS DFIT to share lessons learned. Other accomplishments include the drafting of the SOF Mental Performance Framework, the creation of a HP Research and Development Call Letter process to identify relevant and impactful HP research requirements, the creation of an Advanced Peer Support course – Special Operations Sentinel + (SOS+) to address the gap between Sentinel Basic and VAC-supported OSISS training, the creation of Acute Stress Reaction (ASR) training “Cover – Connect – Coach” (CCC) or “Back from the “Black” to teach members how to recognize and respond to team members exhibiting signs of ASR during a combat-related event, as well as ongoing refinement of the SOMA training package. OPF2 is currently in year four of implementation, although the program itself is not baseline funded which might lead to long-term challenges sustaining the program. Due to previously mentioned delays such as COVID impacts and the implementation of the OPF2 PMF, mitigation has been planned and the item has been defined as delayed. The development of virtual programming and potential hiring of a data analyst and/or leveraging internal staff are currently implemented and proposed resolutions to delays. Additionally, current CAF infrastructure is not consistent across SOF unit locations and not always supportive of holistic, collaborative program delivery leading to challenges in program implementation.

#42 - Strengthening the Forces (STF) Program

Action items re-aligned and covered by the overarching action item #42:

  • #42.1 – Injury prevention and active living – Strengthening the forces (STF) initiative - In Part

Ongoing. Status - In Part.The Strengthening the Forces (STF) initiative, developed through consultation with numerous stakeholders, is an educative initiative for all CAF Members, including both Regular and Primary Reserve. STF offers multiple courses including 26 on Alcohol Other Drugs, Gambling and Gaming Addictions for Supervisors; 46 on Butt-Out (smoking cessation); 1 on Injury Reduction Strategies; 16 on Top Fuel for Top Performance; 5 on Weight Wellness; 42 on Mental Fitness & Suicide Awareness; 17 on Managing Angry Moments; 10 on Stress Take Charge; and 10 on Inter-Comm. All course material is in the process of being updated, aside from Inter-Comm which belongs to DGADR. Communication materials are additionally in the process of being updated, such as fact sheets and course tools. A Tobacco strategy is in progress of development, and is on track to meet targeted completion dates. Additionally, STF is currently in the process of conducting a Situational Assessment to ensure the STF program is meeting the current and emerging health and wellness needs of CAF personnel and the organization. This is a 3 year project and is on track to meet the targeted completion date of December 31, 2022 with data collection now 80% complete. STF aims to educate CAF members on how to take control of their health and well-being, which optimizes their ability to perform effectively and safely on CAF operations and to enjoy a high quality of life, thereby working to achieve operational excellence. Furthermore, STF is committed to continual improvement as demonstrated by the current development of 8-10 Performance Indicators (PIs) as well as strategic plans and logic models to provide more granular measures at the local and national levels. At this time, there are no foreseeable delays in delivering this action.

Strategic Objective 1c: Engage champions and advocates to promote wellness

There are no action items in the fiscal year 2021/2022 being implemented under the strategic objective 1c.

LoE 2: Strengthen Governance

THW Initiatives Status Report

Strategic Objective 2a: Engage leadership through the Defence Team Human Resources Total Health and Wellness Sub-Committee

#4 – Formalize Total Health and Wellness governance structure

Phase 1.Status - Delayed. While the Total Health and Wellness Strategy (THWS) was written, the Governance Structure was decided. Built in collaboration with stakeholders across DND, the Strategy is meant to represent the entire Defence Team (DT). To ensure all perspectives of stakeholders are incorporated into the work of the Strategy, the THWS Program Office (ProgO) has been created and acts as a secretariat under the governance of the THW Sub-Committee (THW SC). The THWS ProgO has drafted and completed a Terms of Reference (TOR) which is available for all stakeholders to see on the SharePoint. The THW SC TOR identifies the steering potential of the sub-committee and clarifies the roles and responsibilities of the different parties involved. This confirmed the THW SC governance framework and reasserted the governance role through the clarification of the responsibilities of other board committees. Concurrently, senior executive teams (HR-Civ and CMP) have committed 2 directors as chairs to the THW ProgO to enhance the governance within the DT. This item has been tagged as “delayed” as the action continues to be a work in progress and will not be complete by the original targeted date. Moving forwards, it will be transitioned to an “ongoing” item in recognition that work will remain as long as the Strategy is being operationalized. Greater involvement and more active oversight has become evident and operational governance will continue to evolve for better integration. Furthermore, work continues to be done to integrate local Base & Wing health and wellness committees as per the Strategic Objective 2.b within the governance structure to ensure that THW initiatives and efforts are well informed and supported at both regional and national levels.

Strategic Objective 2b: Integrate Base and Wing Health and Wellness Committees

#60 - Develop RCN governance structure that aligns L2 formation health and wellness committees

Ongoing. Status - In Part. The RCN is developing an L1 governance structure to align Formation Health and Wellness (H&W) Committees. Formations on both Coasts have H&W Committees that have been active for many years and their mandates are ratified in Formation level orders. With the release of the DT THWS, the mandates of the current H&W committees needs to be expanded and aligned with an overarching L1 governance structure that reports up to the THWS Sub-Committee. This initiative is ongoing and completion is anticipated for Q3/Q4 FY22/23. Once a Naval Order (NAVORD) is approved and the governance structure is in place, then a formal reporting structure will be established, including financial reporting, establishing priorities and targets, PMF, and internal review process.

Strategic Objective 2c: Build a health and wellness monitoring framework for continuous improvement

#7 - Stand up a THW Monitoring Office to ensure ongoing program monitoring of the THWS – Core Action Item

Phase 1. Status - Steady State Complete.The Defence Team Total Health and Wellness Strategy (THWS) was officially launched on March 4, 2022. The Strategy is conveyed through an action plan, which outlines all actions to be implemented under and monitored against a Performance Measurement Framework. In order to monitor the implementation of THWS, a Program Office (ProgO) was created in March 2021 to initiate the steps forward. Although the release of the THWS was delayed to March 2022, the THW ProgO worked hard to communicate the purpose of the Strategy and deliver on its promise throughout the year before its release, setting a strong foundation for the THWS within the culture of the Defence Team. ProgO has been working to collect performance and financial information from stakeholders to adequately monitor the action items. Supporting operational excellence and good practices, ProgO has concentrated its efforts to maintain organizational standards and offer metrics in support of the health and wellness of all DT members. Throughout the implementation of the THWS, ProgO has been devoted to a mandate of: 1) enabling corporate processes to continuously support portfolio work related to the THWS; 2) confirming THWS strategic priorities are followed and 3) aligning THWS by monitoring and reporting to leadership; 4) supporting work by equipping the stakeholder’s methodologies, standards and tools; and, 5) reinforcing strategic orientation and strategic execution among initiative owners to pursue the THWS strategic goals. This is accomplished through the establishment of a comprehensive approach, monitoring the implementation of the action plan, and establishing procedures and processes to collect accurate data. Since spring 2021, the ProgO has actively worked with stakeholders to internalize THWS into the greater DT. However, in terms of monitoring and reporting, a consensus on resources allocated was not established by the end of this fiscal year. In order to extract the full benefit of a Program Office’s role and demonstrate its value in service of the DT, systemic changes should occur. This item has been tagged as “Steady State Complete” to acknowledge that the item itself is complete, although there are reporting targets that cannot be established and therefore monitoring will continue.

LoE 3: Enable a Healthier Workplace

THW Initiatives Status Report

Strategic Objective 3a: Employ continuous assessment-to-solutions approach to understand the needs of the workforce

#8 - Manage a central repository of existing DND/CAF personnel research

Phase 1. Status - Steady State Complete. A DGMPRA publication repository is in Initial Operating Capability (IOC). Originally, this action item was identified in the strategy to be a Phase 2 item, but the development of a central repository of DGMPRA publications has made progress ahead of schedule. The repository is functional at this time and contains approximately 10,000 records where users can view document data (titles, abstracts, and meta-data), and download approved publications. Additional development will continue over the next fiscal year to improve functionality, confirm meta-data integrity, and update the repository to align with the DND website standards. The repository uses SharePoint and due to record limitations with SharePoint, a list cannot contain more than 5000 records. Consequently, DGMPRA must manage size accordingly. It would be beneficial to increase the storage limitations set within SharePoint to reduce the risk of running out of available storage space. The plan to mitigate this risk is an annual review of publications and movement of older documents to another accessible and searchable list. The creation of an accessible searchable repository of DGMPRA research will increase awareness of research activities within the Department, including providing access to published material, thereby increasing the ability for organizations and individuals to maximize on evidence we have to inform evidence-based policies, programs, and procedures to improve operational excellence.

#9 - Conduct the Defence Workplace Wellbeing Survey (DWWS) – Core Action Item

Phase 3. Status - In Part. The Defence Workplace Well-being Survey (DWWS) has been replaced with the Your Say Matters: CAF Well-Being Survey and the Your Say Matters: DND Well-Being Survey. Given the high degree of content overlap between the DWWS and the CAF Retention Survey, DGMPRA will administer a streamlined/strengthened survey that consolidates these two surveys. In light of the current focus on culture change, and upon consultation with Chief Professional Conduct and Culture (CPCC), this survey will also include some key elements related to diversity and inclusion and how these impact well-being and retention. This survey will be administered to military personnel (Regular Force and Primary Reserve Force) March to April 2022 and to civilian personnel April to May 2022. In order to meet departmental commitments, the plan is for this refined survey to be administered annually to military members and every three years to the entire DT. Additionally, the survey will include an over-sampling of designated member groups to enable reporting on experiences of personnel from these groups. This Action Item contributes to operational excellence by potentially yielding more consistent insights to inform program and policy recommendations, (particularly consistency between THW Strategy and CAF Retention Strategy), standardizing the schedule for Departmental Results Reporting and PMF indicators, increasing the ability to conduct analyses on subgroups of interest (particularly DGMs), providing a more integrated DT assessment, and reducing resource requirements. An evidence-based assessment, this survey will provided empirically-based information regarding workplace well-being and the work and organizational factors that impact it. Job demands and job resources will be assessed as per the Canadian Standard for Psychological Health and Safety in the Workplace framework, and key outcome measures such as burnout, engagement, organizational commitment, and retention intentions will be assessed. This will provide program and policy OPIs with evidence-based information upon which to focus. Consequently, the Your Say Matters: CAF and DND Well-Being Survey has numerous applications. It will directly support the actualization and monitoring of key personnel strategies, such as the Total Health and Wellness Strategy, the CAF Retention Strategy, the CAF HR Strategy, and CPCC organizational culture change efforts.

#12.1 – Continue the Sexual Misconduct Research Program – Core Action Item

This sub-action item belongs to the overarching item #12 - Continue to address sexual misconduct, hateful conduct, any form of discrimination, harassment and violence, employment inequity and abuse of power in the workplace.

Ongoing. Status - In Part. Developed in response to the External Review into Sexual Misconduct and Sexual Harassment in the CAF (Deschamps, 2015), the Sexual Misconduct Research Program began in 2015 to analyze available scientific evidence to respond to concerns and questions raised in the external review and to conduct further research in areas that had not been sufficiently explored to that point. As a result, the action item includes multiple projects, which can be organized across the following theme areas: Bystander Intervention; Reprisal, Retaliation and Retribution; Restorative Engagement; Support to Victims/Survivors; Your Say Survey; Leadership Dynamics; Socialization; Culture Change; Performance Measurement Frameworks; Survey on Sexual Misconduct in the CAF (SSMCAF) and Prevention Research. Within each theme, DGMPRA and/or the SMRC has undertaken and will continue to undertake a range of research projects that contribute to knowledge generation in these domains. A list of the sexual misconduct-related research products completed by DGMPRA in FY 21/22 can be found in Annex B. In addition to reports completed, some of the key sexual misconduct related research DGMPRA progressed in FY 21/22  included: An assessment of Respect in the CAF training; the second and third phases of qualitative research on Leadership Dynamics (focused on senior officers and junior NCMs, respectively) and Socialization (focused on members in occupational training and members who have entered their first unit post-occupational training, respectively); reporting on victim support pertaining to workplace support and beginning to scope the second phase of the Victim Support Study on the perspectives of service providers; the 2022 administration of the Programs and Policy Your Say Survey, of which a portion is dedicated to obtaining members’ perspectives on sexual misconduct and support received from the SMRC; and developing a performance measurement framework for the SMRC’s Restorative Engagement Program. Due to the ongoing COVID-19 pandemic, there are risks associated with carrying out in-person data collection for qualitative projects while abiding by public health guidelines. This has resulted in some delays to progressing data collection for qualitative projects examining Leadership Dynamics and Socialization. To mitigate this risk, DGMPRA pivoted focus to progressing other aspects of the Sexual Misconduct Research Program. Furthermore, in FY 21/22 SMRC research team members to support the Prevention Research Program were hired, ethics approval for the first research study was obtained, and preliminary discussion with data partners were completed. The Prevention Research Program aims to better inform prevention efforts by the CAF through conducting research on the perpetration of sexual misconduct in the CAF and developing response frameworks and training curriculum better targeted at subgroups at higher risk for perpetration. This project will deliver a mix of research products and development of support products. Work began in FY2021/2022 with the development of a research agenda and foundational documents that reviewed existing research literature relevant to the area. The 2022 iteration of the SSMCAF was delayed from a 2021 start due to the COVID-19 pandemic, with questions finalized in fall 2021 and qualitative testing taking place in January 2022. It is currently on track for the collection period of Q3 of 2022/23. The previous iterations were collected in 2016 and 2018. The CAF and DND are committed to repeating the survey on a regular basis as a means of tracking progress over time. This action item aims to achieve operational excellence by influencing cultural change strategy through comprehensive, multi-phase research focused on understanding the key cultural dimensions, incidence, and response to inappropriate sex- and gender-based behaviours in the CAF/DND. This will be achieved through research activities that monitor the scope of sexual misconduct in the CAF, identifying key risks and barriers to health and inclusive CAF/DND cultures, understanding experiences of affected members, including victims, bystanders, perpetrators and leaders, and identifying key cultural factors and behaviours that enable positive culture change and that proactively address inappropriate sex- and gender-based behaviours in CAF/DND.

#62 – Research Project: Developing CAF Member’s Resilience During Post OFP Training

Phase 1. Status - Complete. The intent of this proposed initiative was to review best practices for creating resilient personnel during initial training and continuing training in both a domestic and international context. Resilience would include mental, physical and spiritual aspects. DGMPRA completed research to identify factors contributing to resilience in various groups or contexts (i.e., RCN and CANSOFCOM personnel), which may inform training needs. The qualitative study [#62 – Research Project: Developing CAF Member’s Resilience During Post OFP Training] is an associated project on the same recruits mentioned in this item, and will be addressed in phase 2. This item has been marked as complete, and no further tracking is required.

Strategic Objective 3b: Address workplace stressors to increase workplace well-being

#10 - Implement the Integrated Defence Team approach to building a healthy workplace (Bill C-65)

Phase 1. Status - Steady State Complete. The National Health and Safety Policy subcommittee has aligned the mandatory Workplace Harassment and Violence Prevention (WHVP) training for all DND Public Service Employees (PSE) and CAF members. To do so, CAF members were provided Canada School of Public Service (CSPS) Accounts in June 2021. WHVP training is mandatory for all DND PSE and CAF members with the intention of achieving 100% completion in 2021. However, after the first year of implementation 76% of PSE and 78% of CAF members with CSPS accounts had completed the training. Furthermore, workplace assessments are mandatory for DND workplaces. This is to identify risks for harassment and violence within the workplace and to implement mitigation measures to prevent occurrences. The current Workplace Harassment and Violence Prevention Interim Policy applies to both PSE and CAF members. The Workplace Harassment and Violence Center of Expertise (WHVP CoE) supports CAF and PSE managers when they receive a Notice of Occurrence. Work is ongoing to have this policy converted into a DAOD and accompanying instruction manual. Additionally, a working group was stood up to review and align the Workplace Harassment and Violence prevention program with the CAF harassment program and propose an integrated approach for all Defence Team members. A website was also developed, (New Workplace Harassment and Violence Prevention Regulations), which includes documentation and toolkits for employees and employers. Finally, DGICCM harassment investigators have been trained to conduct investigations under the new WHVP Regulations within DND. This action item contributes to operational excellence by working to create a workplace that is physically and psychologically safe and free from harassment and violence. There is also the opportunity for continuous improvement as implementing preventative measures will minimize risks related to workplace harassment and violence. As it stands, there are no risks to the project although additional funding will be required to complete the projects outlined, potentially also for the currently unfunded WHVP program if service demands increase. This Action Item is completed and will require monitoring going forward.

#11 - Adapt the National Standard for Psychological Health and Safety in the Workplace (PHSW) - Core Action Item

Phase 1. Status - Delayed. The National Standard of Canada for Psychological Health and Safety in the Workplace (the Standard) – the first of its kind in the world, is a set of voluntary guidelines, tools and resources intended to guide organizations in promoting mental health and preventing psychological harm at work. In 2016, the Government of Canada adopted the Federal Public Service Workplace Mental Health Strategy. With this strategy, the government has committed itself to exploring aspects of mental health with its employees and to listening to their needs. The adaptation of the National Standard for Psychological Health and Safety in the Workplace (PHSW) for the Defence Team aims to align to the Federal Public Service Workplace Mental Health Strategy. The strategy will evolve over time, and improvements will be based on research, new information and employee feedback. The government also recognizes that all its employees have a voice and a responsibility in making their workplace psychologically healthy and safe. Ensuring that all Defence Team members are not only fit/supported physically but mentally and psychologically is integral in ensuring successful operations whether those are at the local level or higher headquarters functions and all other levels in between. As we seek to align to the National Standard for Psychological Health and Safety it the Workplace within the Total Health and Wellness Strategy, the learning curve is steep. Where the process of physical incidents, such as accidents, illnesses, injuries and deaths, is well known, documented and reported, those incidents dealing with mental and psychological health are less so. It is through a combined effort of several organizations within DND/CAF that will ultimately lead to a successful outcome for ensuring the physical and mental health and integrity of all Defence Team members. In the FY 21/22, a review of the Psychological Health and Safety in the Workplace was completed in the context of a legally required Hazard Prevention Plan as well as the development of a Workplace Psychosocial Audit Tool. Although this item was originally tagged to be completed in Phase 1, the item has not been completed and is therefore tagged as “delayed” for this fiscal year. Moving forwards, this item will be changed to the “ongoing” phase until a more specific completion date can be confirmed.

#12 - Continue to address sexual misconduct, hateful conduct, any form of discrimination, harassment and violence, employment inequity and abuse of power in the workplace

This umbrella item includes sub-action items #12.1 – Continue the Sexual Misconduct Research Program – Core Action Item which addresses LoE 3a, and #12.2 - Continue to address hateful conduct in the workplace, #12.3 - Continue to address any form of discrimination in the workplace, #12.4 - Continue to address harassment and violence in the workplace, #12.5 - Continue to implement and support the Employment Equity Act in the CAF to eliminate employment equity barriers in the workplace, #12.6 - Continue to address abuse of power in the workplace, and #12.7 - Continue to address sexual misconduct – Core Action Item, which address LoE 3b.

Ongoing. Status - Delayed.Through the implementation of the seven sub-action items associated with this item, operational excellence will be improved through ensuring that all employees within the Defence Team have a safe and respectful place of work. Additionally, the associated organizations are committed to continually improve their deliverables to address the needs of Defence Team members. Given that two of the associated action items are currently delayed, work is continuing on this overarching action item. See individual associated sub-action items to see how the CPCC, ICCM, and SMRC are working towards addressing sexual misconduct, hateful conduct, any form of discrimination, harassment and violence, employment inequity, and abuse of power in the workplace.

#12.2 - Continue to address hateful conduct in the workplace

This sub- action item belongs to the overarching item #12 - Continue to address sexual misconduct, hateful conduct, any form of discrimination, harassment and violence, employment inequity and abuse of power in the workplace

Ongoing. Status - In Part. The Hateful Conduct Policy update was launched in summer 2020 and one amendment was made in fall 2020. Since summer 2020, the Hateful Conduct Incident Tracking System (HCITS) has been operational and provides data and analytical reporting on incidents of alleged hateful conduct that are reported by L1s across the CAF. The HCITS has issued mid-year and annual reports for both 2020 and 2021, with the year-end report for 2021 currently in development including a comparative analysis of the incidence of hateful conduct in the CAF between 2020 and 2021. Furthermore, as a part of the federation of databases, HCITS data is now being shared with CPCC and as of February 2022 the data will form part of the official internal misconduct reporting products of CPCC on behalf of the CAF. To assess the effectiveness of the efforts to address hateful conduct in the CAF from 2020-21, data from a survey recently completed by DGMPRA will be potentially used as indicators. Additionally, Canadian Forces Military Personnel Instruction amendments are currently in development and are anticipated to be released in spring 2022. The introduction and regular updating of a policy that provides direction to the Chain of Command to address hateful conduct as well as a tracking system that ensures oversight and awareness of the overall incidence of such incidents contributes to the CAF organization’s ability to establish and maintain a safe and healthy work environment, thereby working to achieve operational excellence.

#12.3 - Continue to address any form of discrimination in the workplace

This sub-action item belongs to the overarching item #12 - Continue to address sexual misconduct, hateful conduct, any form of discrimination, harassment and violence, employment inequity and abuse of power in the workplace

Ongoing. Status - Delayed. In Dec 2020, the Anti-Racism Secretariat was stood up to provide direct support to the Minister’s Advisory Panel on systemic racism and discrimination. They engage stakeholders, analyse data, and consider recommendations across the Defence Team to facilitate discussions on anti-racism. Thereafter, in April 2021, CPCC who works to unify and integrate all associated professional conduct and culture change activities across the Department of National Defence (DND) and the Canadian Armed Forces (CAF) was stood up. At this time, discussions continue with stakeholders to determine the best suited OPI for this action item. Also, further assessment and analysis to identify comprehensive reporting on this action is ongoing. Therefore, the item has been tagged as “delayed” until potential OPIs can be identified.

#12.4 - Continue to address harassment and violence in the workplace

This sub-action item belongs to the overarching item #12 - Continue to address sexual misconduct, hateful conduct, any form of discrimination, harassment and violence, employment inequity and abuse of power in the workplace

Ongoing. Status - In Part. To address harassment and violence in the workplace, a mandatory workplace assessment, which identifies the risk factors and mitigation measures for Workplace Harassment and Violence is completed by all DND workplaces. This assessment identifies risks for harassment and violence within the workplace and informs mitigation measures that can be implemented to prevent occurrences, thereby ensuring safer workplaces. Additionally, there is mandatory training for all DND Public Service (PSE) and CAF managers on their legal obligation to respond to and prevent occurrences of harassment and violence in the workplace. A Designated Recipient (DR) was also created, which is a neutral unit that responds to Notices of Occurrence if a principal party is not comfortable reporting the occurrence to their employer, adding another way for principal parties to come forward and address harassment and violence. Through the Workplace Harassment and Violence Prevention (WHVP) process, preventative measures have been implemented including the processes of negotiated resolution and prevention investigations. Furthermore, the WHVP Centre of Expertise has developed webinars on the following topics: WHVP Regulation, Empathetic Listening (in addition to a three hour workshop), and Family Violence. WHVP mandatory training was also implemented for all DND PSE and CAF members. After the first year of implementation, 76% of PSE and 78% of CAF members with accounts had completed the training. 27% of new employees had not yet completed the training as of February 2022. Working towards operational excellence, this action item works to ensuring all Defence Team members have a workplace that is physically and psychologically safe and free from harassment and violence. At this time, there are no foreseeable delays in delivering this action item. Although, with the recent transfer of the WHVP under DGICCM, new FTE may be required for the data analytics required to support and monitor the program deliverables. Additionally, there are no funds assigned to the development of the WHVP program, thus if there is an increased demand, this might put a risk at the service level. It is known that additional funds are currently needed to complete the development of the case management system as well as build a system to track Workplace Assessments.  

#12.5 - Continue to implement and support the Employment Equity Act in the CAF to eliminate employment equity barriers in the workplace.

This sub-action item belongs to the overarching item #12 - Continue to address sexual misconduct, hateful conduct, any form of discrimination, harassment and violence, employment inequity and abuse of power in the workplace

Ongoing. Status - In Part. Director Human Rights and Diversity (DHRD) is responsible for ensuring that CAF policies and programs are implemented in accordance with the Employment Equity Act and Canadian Human Rights Act to achieve CAF representation goals and to provide a better work environment for all members. Although DHRD is the Functional Authority to implement Employment Equity in the CAF, DHRD is not the OPI to implement the action items contained in the newly developed CAF Employment Equity Plan 2021-2026. As such, achieving employment equity in the work place is an overall CAF responsibility, with DHRD being the office to establish to objectives to achieve this goal. All CAF members should have equal opportunity and be employed in a way that is not hindered or prevented based on the grounds of discrimination. The CAF must consistently demonstrate its capability to provide equitable opportunity for all designated groups throughout their employment journey within the CAF, from recruitment to retention to transition out of service. CAF members deserve to be treated with respect and dignity, without which operational excellence cannot be achieved. The mission of achieving employment equity is an ongoing effort. The CAF has set up representation goals for Women, Indigenous Peoples and Visible Minorities to be achieved by 2026 as follows: 25.1% for women, 3.2% for Aboriginal Peoples, and 11.8% for visible minorities. At this time, there are no representation goals for people with disabilities or LGBTQ2+ members. To determine these rates, the Canadian Forces Employment Equity Data (CFEED) was used which contains self-identified identifiers. In 2026, the situation will be reassessed either with the extension of the current goals or with new goals being issued if the CAF is successful in achieving its representation rates goals. At this time, there are no foreseeable delays in delivering this action item.

#12.6 - Continue to address abuse of power in the workplace

This sub-action item belongs to the overarching item #12 - Continue to address sexual misconduct, hateful conduct, any form of discrimination, harassment and violence, employment inequity and abuse of power in the workplace

Ongoing. Status - Delayed. With the introduction of a broader definition of harassment under new Workplace Harassment and Violence Prevention legislation introduced in Jan 2021, there is no measure for abuse of power or abusive supervision factors at this time. Discussions continue with stakeholders to determine the best suited OPI for this action item and further assessment is required. With this information, this action has been tagged as “delayed” until potential OPIs have been determined.

#12.7 - Continue to address sexual misconduct – Core Action Item

This sub-action item belongs to the overarching item #12 - Continue to address sexual misconduct, hateful conduct, any form of discrimination, harassment and violence, employment inequity and abuse of power in the workplace

Ongoing.Status - In Part. This action item is related to SSE items 18, 19, 20, and 21. As Operation HONOUR has culminated, CPCC drafted an Op HONOUR Termination Order to collect Lessons Learned and Lessons Identified from across DND/CAF in order to ensure that these lessons are incorporated into the development of the yet-to-be developed Defence Culture Strategy. The alteration of nomenclature and branding from Operation HONOUR to Sexual Misconduct is ongoing. Sexual misconduct incidents reported to the Chain of Command continue to be tracked through the Sexual Misconduct Incident Tracking System (SMITS), formerly known as Operation HONOUR Tracking and Analysis System (OPHTAS), renamed in February 2022. To provide a comprehensive institutional picture of sexual misconduct incidents in the CAF and enable more informed leadership engagement and intervention, efforts are ongoing to maintain and improve the promulgation of statistics in collaboration with Assistant Deputy Minister (Data, Innovation, and Analytics) [ADM(DIA)] and Assistant Deputy Minister (Information Management) [ADM(IM)], with the development of an agile information tool offering statistics. The transfer to a modular online course for SMITS users started in February 2022 to facilitate user training that is provided monthly in both official languages, in a real-time setting. Other initiatives related to addressing and preventing sexual misconduct continue; for example, a Training and Education Framework is being developed. This framework will provide a comprehensive structure for all courses related to conduct throughout a member’s career. Further, the Path to Dignity and Respect: The Canadian Armed Forces Sexual Misconduct Response Strategy continues to be in effect, with a familiarization course on the strategy (The Path Online Course) being available to all Defence Team personnel on the DLN Learning Management System since January 2022. Moreover, the Respect in the CAF (RitCAF) workshop is offered as a residency based workshop, delivered locally by Health Promotion at 24 bases and wings across Canada. From March 2020 to present, delivery of the workshop has been reduced in order to comply with imposed Public Health and Safety regulations. This workshop is designed to foster a sustained change in attitudes and behaviors in order to build a respectful climate and culture within the CAF. The interactive curriculum intends to promote respect in the CAF through awareness and understanding, to empower CAF members to take a stand against sexual misconduct and to support affected persons.

#13 - Continue to operationalize Integrated Conflict and Complaints Management - Core Action Item

Ongoing. Status - Steady State Complete. The Integrated Conflict and Complaints Management (ICCM) aims to continue the delivery of services aimed at resolving and/or managing work place conflict and complaints in a timely manner, along with delivery of training aimed at preventing conflicts and complaints. In 2016, DGICCM stood up 16 Conflict and Complaint Management Services (CCMS) centres dispersed across Canada. CCMS Agents are trained subject matter experts (SME) skilled to assist and/or guide Defence Team members in selecting options to resolve complaints using rights based processes such as harassment, grievance, human rights or legal processes, while making referrals to Conflict Management Practitioners (CMP) to support resolution and/or management of conflicts and complaints utilizing Alternative Dispute Resolution (ADR). As the CAF Modernization Plan evolves, the action required will provide tailored service delivery to Defence Team members to minimize risk of harassment in the workplace environment. Committed to continual improvements, ICCM plans to enhance capacity and capability in service delivery in support of culture change. At this time, ICCM has been established and is defined as complete, but is continuing to report THW related key performance indicators. There are no delays or risks at this time to the continual operationalization of ICCM.

#15 – Achieve full operational capability for the Civilian Return to Work Program - Core Action Item

Phase 2. Status - In Part. The Civilian Return to Work (RTW) Program is being integrated into the Office of Disability Management (ODM) business processes (see #28 – Expand the Office of Disability Management (ODM) – Core Action Item for further details on this program) and modernized to ensure all affected Public Service employees have access to a professional disability management program. In FY 21/22, the transfer of functional authorities from VDCS to HR Civ for the RTW Program was completed, the transition and integration of the RTW Program roles and responsibilities was initiated in areas serviced, and governance reviews and consultation has been initiated and is in the early stages. Due to funding restrictions outlined in Action Item #28, without additional funding the ODM will be unable to integrate the RTW Program within its framework and gaps will occur. This means that various standards and inadequate management for the RTW Program will be present at DND, resulting in inadequate support for Public Service employees. To support and fully integrate the RTW Program within its framework, the transfer of financials from VCDS is required. At this time, the program is on track to reach a targeted full operational capability by June 2022. In parallel with the Office of Disability Management (ODM), the RTW Program is working towards operational excellence through the provision of a high level of client service and programing, which requires a commitment and high level of professionalism from those employees delivering the service. Professionalizing the Disability Management role, establishing a credible program and maintaining high service offering have been essential to the longevity of the ODM program. Considerable efforts are being deployed to ensure the transition, full integration and modernization of the RTW Program to ensure the highest standards in service delivery. Disability Management Advisors (DMAs) are providing expert knowledge, advice and support on consistent disability management practices and procedures inclusive of advice on the return to work and constantly promote a better understanding of DND's legal duty to accommodate requirements. This is achieved through a robust training program, supporting a continuous learning culture, regular participation in communities of practice and frequent verifications and validations on all business processes. Working towards continual improvement, the transition of the RTW Program responsibilities and authorities to the ODM provides a centralized approach to all aspects of disability management within the department, further allowing General Safety Officers (GSOs) to focus on the remainder of elements under the General Safety Program. Reduction in compensation costs and lost productivity would be second to the positive impact on health, well-being and morale of the workforce of this change.

#16 – Achieve full operational capability for the CAF Return to Duty program

Ongoing. Status - In Part. The Return to Duty (RTD) program plays a significant role in the larger strategic priority to implement the Path to Reintegration (P2R). The RTD program offers a standardized, professional and personalized approach in the delivery of services to all ill and injured members posted to a CAF Transition Unit (TU), including both Regular and Primary Reserve. At the stand-up of CAF TG, it was recognized that a standardized approach was needed in the provision of services to our ill and injured members that access the CAF Transition Centres (TCs) and that both members and their families should receive a clear roadmap of what they can expect when posted to the CAF TG. Therefore, upon posting to CAF TG an assessment/screening is conducted to assess members’ risks and needs using the framework of the Domains of Well-being and to determine the correct path to recovery for each member. The intent is to work with the members to develop a plan that considers their personal goals, identifies key supports, stakeholders, and creates a schedule. For many the focus is on full recovery and return to military duty. For some it means a transition out of the military. In sum, the RTD program plays a significant role in supporting members who are assessed as likely to be retained in the CAF. To achieve full operating capacity of the RTD program, the implementation of a new Mission Support System (MSS) module was conducted in September 2021 which improved tracking, monitoring and reporting for members involved in RTD. The module also includes providing enhanced training and support across all CAF Units to better understand the needs of ill/injured members participating in RTD so that chain of command can provide their fullest support to recovering members. Additional notable achievements in FY 21/22 included collaboration with CFHS and other Service Partners to reduce the duplication of “paperwork” for supported members and enhance communication between stakeholders to provide a smooth experience for the members, linking data from the intake and exit reports with Human Resources Management System (HRMS) data, and the hiring of a National RTD Coordinator/Manager to support TCs RTD Coordination and Unit RTD reps. Currently, work is being conducted on improvements to facilitate MSS user utilization and improve the supported members intake which will allow Unit RTD reps to access and add data on their unit supported members. At this time, although COVID has slowed progress, the services are continuing quite well and there are no foreseen gaps or risks.

#46 – Implement the CAF Diversity Strategy Action Plan

Phase 1. Status - Complete. The CAF Diversity Action Plan applied to all CAF personnel and aimed at creating an inclusive workplace. A number of initiatives were implemented or initiated through the implementation of this action plan. Recently, the CAF Diversity Strategy, formerly a stand-alone document, has been incorporated into the CAF Employment Equity (EE) Plan as many of the action items were assessed through the EE measures. A report is produced annually which highlights issues and initiatives that are key to address employment inequity such as representation rates (i.e. women, indigenous peoples, visible minorities, persons with disabilities, LGBTQ2+ members) in areas of targeted attraction/recruitment, awareness, awareness/education/training, policy/accommodations, self-ID and focus on research, advisory capacity, champions and commemorative events. Since the CAF Diversity Strategy has been rolled into the CAF EE, this item will be covered by action item #12.5 - Continue to implement and support the Employment Equity Act in the CAF to eliminate employment equity barriers in the workplace moving forwards.

Strategic Objective 3c: Empower leadership to better balance organizational demands and the needs of their people

There are no action items in the fiscal year 21/22 being implemented under the strategic objective 3c.

Strategic Objective 3d: Embrace a culture of wellness

#19 – Leverage current culture alignment activities to promote the psychological health and wellness of the Defence team

Phase 1. Status - Delayed. At this time, discussions continue with stakeholders to determine the best suited OPI for this action item. As there are ongoing structural changes in CPCC, the functional authority within is still being determined. Therefore, at this time no information can be disclosed regarding this item and the item has been tagged as “delayed” until a potential OPI can be identified.

#48 – CAF Sports Program

Ongoing. Status - In Part. This is an ongoing program activity, however a number of key milestones related to policy and strategy have progressed. A sports DAOD 5045-1 has been completed and received final Corp Sec Legal review. A briefing package will be sent to A/CMP for approval and release. A Sports Strategy has also been drafted, and was scheduled to be briefed to PMB in Oct 2021, which was cancelled. The Sports Strategy was projected to be presented in February 2022 at a CFPMC meeting. No further information was disclosed.

LoE 4: Improve Access to Care and Support

THW Initiatives Status Report

Strategic Objective 4a: Improve availability of services to meet the wellness of all Defence Team members

#50 - Soldier On Program

Ongoing. Status - Steady State Complete. The Soldier On Program is currently an existing program that contributes to the recovery of ill/injured CAF members and Veterans by providing opportunities and resources through sport, recreation, and creative activities. In FY 21/22, Soldier On planned and delivered over 150 activities supporting over 1000 CAF members and Veterans. Soldier On contributes to operational excellence as it directly supports the recovery of ill/injured members, specifically contributing to or providing the gateway to enhance the Domains of Well-being. The Vision is to be CAF's world class expert leaders in recovery, rehabilitation and reintegration of ill/injured serving members and Veterans. The program is continually improving, with recent expansion of the Soldier On program across Canada enabling grassroots representation and regional integration to enable delivery of more inclusive and diverse opportunities for those in need. This program is currently considered complete, but continues to report key THW related achievements.

Strategic Objective 4b: Increase accessibility to programs and services across the Defence Team

#27 - Enhance Health Services to ill and injured service personnel by increasing support for occupational therapy and case management – Core Action Item

Action items re-aligned and covered by the overarching action item #27:

  • #27.1 – Align CAF/VAC Medical Transitions (Phase 2) – Not Started
  • #27.2 - Standardize CAF/VAC Case Management Support (Phase 2) – Not Started
  • #27.3 – Use the Integrated Case Management Practice model (Phase 1) – Not Started

Phase 2. Status - Not Started. This overarching action item has two sub-actions currently (one to augment seamless transition, the other to augment case management); however, this item itself is to provide evidence-based care to CAF members and this will require ongoing quality improvement and adaptations to care and supports as medical practice and norms evolve. To enhance seamless transition, CAF/VAC medical transitions will be aligned through the Seamless Transition Task Force Medical Oversight Team. To enhance case management, the Integrated Case Management Practice Model will be applied through all stages of recovery, rehabilitation, and transition into civilian life. Both sub-actions will be implemented through collaboration with Veterans Affairs Canada. This overarching item will contribute to operational excellence through ensuring transitioning members will be provided the necessary support in transferring health care and medical files to the civilian health care system. Additionally, through increasing support with case management and occupational therapy, existing transition services will be improved. If appropriate personnel cannot be hired for this action, implementation could potentially be delayed. As this item is a Phase 2 item, planning has begun but implementation is planned to commence in FY 2022-2023.

#28 – Expand the Office of Disability Management (ODM) – Core Action Item

Phase 1. Status - Delayed. The partial expansion of the Office of Disability management (ODM) is now complete. The ODM has had great success in areas serviced and will have achieved approximately 65% of planned full operational capacity (FOC) to be achieved by spring 2022. Since the ODM is the Center of Expertise for disability management within the DND, employees and managers in non-serviced areas are largely left to navigate the complex disability management process on their own. The ODM is working towards operational excellence through the provision of a high level of client service and programing, which requires a commitment and high level of professionalism from those employees delivering the service. Professionalizing the Disability Management role, establishing a credible program and maintaining high service offering have been essential to the longevity of the ODM program to date. Considerable efforts are being deployed to ensure the highest standards in the qualifications of Disability Management Advisors (DMAs), service delivery and integration of industry best practice where applicable. Noting the increasing trend in mental illness and unprecedented case volumes experienced during COVID 19, ODM services remain a key resource to support the health and well-being of Public Service employees. Implementing this program nationally will align and bring coherency and cohesion to a variety of separate DND policies, programs and standards as well as ensure the department conforms to applicable legal and other requirements. Additional funding to achieve FOC has recently been approved by DND/CAF senior leadership and hiring of additional qualified personnel to complete the final expansion has been initiated and should be completed by late summer 2023.

#29 - Modernize the Military Family Support Program (MFSP) and increase programs and services nationally and locally to include the virtualization of family services – Core Action Item

Ongoing. Status - In Part. This action item has three main goals: to reduce wait times for mental health services, to improve family access to tele-medicine services and emergency family care requests, and to increase access to counselling services. In FY 2021-22, Military Family Services (MFS) continued to evolve their service delivery through robust virtual offerings. This enabled improved access to mental health counselling, family and intimate partner violence support, extended outreach to remote families, and non-clinical social supports. Specifically, there was a 75% increase in contacts to Family Information Line (FIL) compared to the previous year, from 4,136 in 2020 to 7,109 in the same time period in 2021; virtual support was delivered to over 150 members and their families posted external to Canada; Strongest Families (online coaching for parents with children with anxiety and/or depression) supported 96 referrals and the Kid’s Help Phone (Crisis Text Service) supported 39 youth in crisis; and Support Our Troops funded 26 virtual Operational Stress Injury Social Support (OSISS) workshops. In regards to improving tele-medicine services and childcare requests, 2,825 patients accessed telemedicine licenses through Maple; the Calian’s Military Family Doctor Network connected 350 families to a family physician; Emergency Childcare transitioned to Emergency Family Care Assistance, which provides in-person (where possible) and financial reimbursement to offset family care expenses arising from emergency situations that cannot be addressed through established Family Care Plan (FCP) arrangements – of which 134 military families received financial assistance in this capacity in 2021-22. To increase access to counselling services, MFS will continue to build on the evidence-based foundation to establish rationalized baseline services with guidelines and validated operational processes for staffing, funding, reporting, evaluation and outcome assessments. This will be done locally by Military Family Resource Centres (MFRCs) as well as for all Military and Veteran Family Services Programs (MFSP and VFP). In 2021-22, MFRCs offered 3,255 mental health counselling sessions. Furthermore, the “2020+ Strategic Framework for Services for Military and Veteran Families” was released in December 2020. It includes the modernized MFSP structure generated from research conducted during the development of the Comprehensive Military Family Plan. Recognizing the vast number of family service stakeholders, new processes for staffing, funding, monitoring, enforcement, governance and legal agreements will be designed and deployed to ensure mission-focused family-centered services are available both domestically and abroad. A Relocation Guide was also developed including tools and checklists for military families relocating, with location specific community profiles to assist with transition between communities. Finally, following the CFMWS-wide guidelines and policies on data use, MFS has produced an internal Data Management Strategy to help foster a culture where data analysis remains foundational to program evaluation and delivery, aiding in the continual improvement of services.

#30 – Integration of THW related Suicide Prevention Action Plan Items – Core Action Item

Formerly “Implement THW related Suicide Prevention Action Plan Items”

Phase 1. Status - Complete. In fall 2021, the Total Health and Wellness Program Office (THW ProgO) team began aligning the acquired 62 Suicide Prevention Action Plan (SPAP) items moved under the THWS and incorporating them into the THWS action plan. In November, the THW ProgO consulted with stakeholders to confirm the Office of Primary Interest (OPI) for each individual action item. Through remits and conversations with the OPIs, the primary goal was to determine the status of the action items, as the last update on them was in the 2018 SPAP Annual Report. Through these consultations, it was determined that 2 of the action items were better aligned under alternative strategies, 12 of the items were completed prior to FY 21/22, 3 of the items were covered by THWS Core items, and 1 of the items was redundant with an action item already under the THWS. In December 2021, the projected initiation and completion dates of the resulting aligned action items were identified and sorted into the appropriate THWS implementation phases which then determined the relevant action items to be included in this FY 21/22 report. As of January 2022, the realigned SPAP items had been adopted into the THWS strategy with associated OPIs and phases determined. The statuses of the action items had been gathered through previous consultations with the OPIs and through the Program and Performance Summary Form remit in January 2022. Through the realignment of the SPAP action items under the THWS, all action items working to support the health and wellness of Defence Team members are now monitored under one strategy. This allows for ease of determining gaps in service delivery, collaboration between stakeholders to align efforts, and the sharing of lessons learned and best practices to enhance ongoing initiatives to support the health and wellness of all Defence Team members, working to achieve operational excellence. The overall goal of this action item was to ensure seamless transfer of the SPAP action items into the THWS, thereby supporting the continual improvement of the organization of Defence Team initiatives.

#31 – Achieve full operational capability for CAF TG – Core Action Item

This item includes sub-action items #31.1 – Transition Process which addresses LoE 4b, #31.2 – Transition training and #31.3 – Transition digitalization which address LoE 1a, as well as #31.4 – CAF/VAC Collaboration which addresses LoE 5.

Ongoing. Status - In Part. Through the implementation of the four sub-action items associated with this item, operational excellence will be improved through ensuring each transitioning member and their family are informed (CAF retention options are known; CAF and VAC benefits are known and understood; the broad spectrum of transition path options are made available; any CAF administration processes affecting transition are identified and explained; future post-transition employment options, including re-enrolment options are understood), prepared (a personalized transition plan based on the Domains of Well-being is in place; all entitlements, services, and benefits are in-place; methods and contacts for future follow-through and reach back are provided), and empowered (the member has the capacity to develop, customize, and execute their transition plan; there is trust in the process; members have confidence to make the right decisions for their circumstances; a member’s family is engaged and participating in the transition process; the member is provided with all the tools to take ownership of their future) throughout the vulnerable transition process. Additionally, CAF TG is committed to continually improve the services they provide, ensuring the delivery of professional, personalized, and standardized transition services by using a strategy involving four lines of operation: simplifying (reduce the complexity of the transition process and close the seams with VAC), cooperating (collaborate and integrate with partner agencies to develop a comprehensive joint transition process), training (professionalize and train CAF TG staff while informing and educating the CAF on available transition assistance support), and engaging (communication, engagement, and performance measurement of our capabilities with CAF members, our partners, and the Canadian people). See individual associated sub-action items to see how the CAF TG is working towards operational capability.

#31.1 – Transition Process

This sub-action item belongs to the overarching item #31 – Achieve full operational capability for CAF TG – Core Action Item

Action items realigned and covered by the overarching sub-action item #31.4:

  • #31.11 – Evaluate the effectiveness of the CAF/VAC transition model project (Phase 2) – Not Started
  • #31.12 - Implement the CAF/VAC Transition Model Project Plan – In Part
  • #31.13 - Establish Transition Centres with Integrated CAF/VAC Resources – In Part
  • #31.14 - Provide an Orientation Process for CAF Members and their Families at each CAF Posting – In Part
  • #31.15 - Health & Wellness Self-Assessment Checklists and Procedures – In Part
  • #31.16 - CAF/VAC Transition Interview – In Part
  • #31.17 – VAC Transition Checklist – In Part

Ongoing.Status - In Part. This action item regroups seven sub-action items into one sub-action item and contributes to the overall action item – to achieve full operational capability for CAF TG. The aim of this action item is to develop a new transition process, tools and policy in collaboration with other stakeholders [Veterans Affairs Canada (VAC) and Military Family Services (MFS)] to facilitate all CAF members, Veterans, Reservists, and their family a seamless transition from military to civilian life. In line with the Government of Canada’s strategic direction, both CAF and VAC have adopted a more human-centric approach towards ensuring that members receive a personalized, professionalized, and standardized transition experience and based on the domains of Well-being paradigm that underpin the entirety of the new approach to transition. Those seven domains of well-being used by CAF and VAC are: 1-Purpose, 2-Finance, 3-Health, 4-Social Integration, 5-Life Skills, 6-Housing and Physical Environment and 7-Culture and Social Environment. This new Transition Process called the Military to Civilian Transition (MCT) has been verified in a controlled environment (Transition Trial in CFB Borden and CFB Petawawa) as operational. The verification of the trial was completed in Dec 2021 and the Close Out Report is targeted to be published early 2022. The evaluation framework for the MCT is roughly 75% complete; with input from Director Transition Services and Policy (DTSP), CAF TG J5, MFS, and VAC; and performance measurements are in the process of development by CAF TG, MFS, VAC and DGMPRA experts. This evaluation is expected to begin in Phase 2 (FY 22/23). Additionally, CAF TG Transition Advisors conduct the domains of well-being risk screening early on in the new MCT proves, and send that information to VAC. VAC then conducts their Transition Interviews from an informed position, and sends the information back to the Transition Advisor for inclusion into the member’s Transition Plan, which all occurs well before the Date of Release. In Transition Trial lead locations, members additionally have the option to see a Family Transition Advisor (FTA) so the family can be assessed and family transition goals can be included in the Transition Plans. In terms of the VAC Transition Checklists, both CAF and VAC completed the construction of a Member Transition Task List (MTTL), which includes all of the core release administration items and major goals from CAF and VAC perspectives that all transitioning members will have to complete. In fall 2021, VAC led the creation of an online version of the Screening Tool, with CAF and RCMP input, which allows members to self-screen and find areas they need support in (to be launched Dec 2021 or Jan 2022). As part of the Path to Reintegration (P2R) process, all ill and injured members posted to a Transition Centre (TC) receive a standardized welcome package and orientation. These services remain available for personnel and family members not posted to a TC. Overall, a lot of work was conducted in FY 21/22 regarding the transition process, with notable success that the orientation process for CAF members and their families at each CAF posting, Health & Wellness Self-Assessment Checklists, and CAF/VAC Transition Interview processes have been implemented within established TCs across the 9 regions/30 locations. Although no delays are reported at this time, human, financial, and infrastructure issues could impact the achievement of this action item.

#51 – CA Mission:Ready Program

Phase 1. Status - Unlikely/Mitigated. Due to multiple factors including a restricted capacity and lack of resources to deliver Mission:Ready (MR) alongside the release of the THWS, Mission:Ready has been identified as in the process of project close out. The planning and preparation for this transition is currently in progress. Currently, CADTC (the OPI), CA HQ and the THW ProgO are working together to determine how to appropriately close out this item without hindering service delivery and losing the benefits provided by Mission:Ready. The Mission:Ready Strategy was based on a multidimensional model of holistic fitness that encompassed six distinct domains. It contributed to operational excellence by providing an internet website (strongproudready.ca) that centralized resources according to six distinct fitness domains which individual CAF members could use to assess and work towards to improve their total fitness and resilience as well as the development of domain sheets and a coaching manual for leaders. However, the domain sheets and coaching manual have not been implemented and the website is no longer maintained. Therefore, MR does not currently support any organizational or program deliverables.

Strategic Objective 4c: Identify and reduce barriers to Total Health and Wellness

#34 - Implement the RCChS Spiritual Resiliency and Wellness Strategy (SRW) – Core Action Item

Action items re-aligned and covered by the overarching action item #34:

  • #34.1 – Implement and develop the SENTINEL Program, IMP Lourdes and the DT Chaplain Hour series – Core Action Item – In Part

Phase 2. Status - In Part. There are three current programs/initiatives within the RCChS strategy that fall under the THW umbrella: The SENTINEL Program (Suicide Prevention – SPAP), the International Pilgrimage to Lourdes (IMP Lourdes), and the RCChS Spiritual Resilience Series (SRS). The SENTINEL peer support program has been implemented and is being run in all CAF elements and on expeditionary deployments. Research, preparation and trials are being conducted on how best to offer the program within the Primary Reserve component. Research into Performance Measurement (PM) for the program is being conducted. IMP Lourdes has been developed and is being maintained. It was cancelled for 2022 but expected to run in 2023. SJS is preparing an OP Order that should provide clarity on responsibilities for not only the RCChS but also support elements. Additionally, past PMs are being examined for validity and new spiritual metrics are being explored for use with the next group of pilgrims. For the SRS, the RCChS is in the process of developing a series of 9 Spiritual Resiliency modules to help members/their families develop skills to remain resilient and achieve a higher level of holistic health. Many of the modules are fully completed and those in development should be completed prior to the 2022 posting season. This Action Item contributes to operational excellence as the full implementation of the RCChS SRW strategy will help members of the CAF and their families not only understand the difference between religion and spirituality, but also the important role that a strong and resilient spirituality plays in health and happiness. Additionally, a spiritually aware CAF contributes to greater cohesion and openness to diversity. The RCChS SRW strategy also supports the CAF SPAP, as well as the CAF Retention and Data and Analytics Strategy. Further, it directly supports SSE initiatives 5, 10, 12, 14, 16, 17, and 19. The implementation of the SRW Strategy is supposed to be completed by 2023. While the programs already in existence/in development will be completed by the expected deadline, the governance and PM aspects of the programs will not be unless additional resources are put in place. The RCChS does not have any HR resources dedicated solely to SRW initiatives. All program development, implementation and PM is done by chaplains as secondary/tertiary duties. Without additional HR resources as requested by the stakeholder, the annual posting season in 2024 is the target date for structural and PM completion. However, with the additional resources the stakeholder estimates this could be completed by the annual posting season in 2022.

#35 – Implement Balance – The CAF Physical Performance Strategy – Core Action Item  

Ongoing. Status - Delayed. The BALANCE Strategy is based on a "centralized intent and decentralized execution" approach. From 2017 to 2019/20 key metrics (FORCE Test compliance, health related and operational fitness) were trending closer to established target levels. The pandemic has slowed progress and impacted both the functioning of our established National Committee and the establishment of some local working groups. Now that the Canadian Forces are adopting an endemic approach, we aim to improve key metrics to close to pre-pandemic levels, which will require effort at all levels of CAF leadership with a particular importance for military L1s (RCN, CArmy, RCAF, SOF, CMP) and Base/Wing/Unit leadership. Armed Forces Council Executive (AFCX) were briefed on 17 Feb 2022 and discussed CAF and command efforts moving forward. Overall, the BALANCE Strategy is currently tracking 77 activities. Of these, 21 are complete, 24 are in progress, 15 are delayed, and 14 are unknown. Due to the delay of 15 of the activities, this action item has been given the “delayed” status. Some notable achievements for FY 21/22 include the implementation of FORMeFIT kits 2.0, the expansion of these kits to the Primary Reserve, and the Balance Strategy report card. The BALANCE Strategy is designed to achieve operational excellence through enhancing the CAF culture of fitness through Performance 4 (P4) behaviours: Injury prevention, physical activity, sleep/rest, and nutrition.

#52 – Using nudge theory, this project will trial different behaviourally-informed messages to notify COs about their unit's rate of FORCE test completion 

Phase 1. Status - Completed. This project has been closed and will not require further tracking. A nudge was ready to go and was scheduled to go live in August 2020, but it was postponed due to COVID-19. Additionally, DGMPRA has done some research examining how nudges may influence healthy behaviour. As current organization plans are no longer planning to implement this item, it has been tagged as completed. 

#53 – This project will help CAF members reduce their consumption of alcohol and tobacco using contemporary principles of behavioural economics

Phase 1. Status - Completed. Research was conducted and completed on this topic and two scientific letters were provided to the Director Force Health Protection (DFHP). One systematic review was published in September 2021, titled “A Realist Review of Nudge Interventions to Decrease Alcohol and Tobacco Consumption.” This Action Item contributed to operational excellence by providing the DFHP with research that can be applied in practice with the aim of reducing alcohol and tobacco use in the CAF, thereby supporting health, readiness, and retention. As there are no further client requests and the research has been completed, this item requires no further tracking.

#55 – Officer/Non-Commissioned Members Mess

Ongoing. Status - Steady State Complete. Officer and Non-Commissioned Members Messes are a source of social support on all Bases and Wings. Unfortunately, the messes were one of the most impacted programs on Bases and Wings during the past two years of the COVID-19 pandemic. As the CAF followed provincial restrictions regarding restaurants and bars, messes were closed across the CAF. To continue to provide programs for CAF members and to mitigate the disruption in services, many messes across the CAF transitioned to on-line activities, drive through food pick-up services and many prize give-aways. One successful activity that was promoted throughout the CAF messes in the FY 21/22 was a National Junior Rank Call of Duty Warzone Gaming Tournament on April 21. The Quadpocalypse Tournament CAF Junior Rank had over 340 Junior Ranks members who met virtually for an afternoon of video gaming fun. The tournament had representatives from the Regular force, Reserve force, as well as members from Latvia and Kuwait. In addition, a photo contest was added to the tournament for the participants to submit a team photo while playing. The tournament was a great success and brought our junior ranks together during the pandemic, offering a program to support the health and wellness of CAF members in times where in person gatherings were not permissible. Programming continues through the messes at all Bases and Wings, and will continue to be adapted when required to follow provincial COVID-19 regulations where necessary.

#56 – PSP Community Recreation Programming

Ongoing. Status - Steady State Complete. Recreation opportunities connect the military community and families while promoting active living and healthy life-styles. Currently, PSP Community Recreation offers over 7,000 instructor lead programs to over 80,000 children, youth and adults. All recreation staff are trained in the "High Five" program. Furthermore, after reviewing whether this initiative could offer additional spaces to CAF members and their families, using in-year funding for FY 21/22, a program was offered free of charge for all children of deployed members. This program is named S.T.A.R. “Strength Through Active Recreation” and was launched at multiple CAF locations throughout Canada. Based on research and best practices, a standard curriculum has been developed to not only promote healthy lifestyle choices through play and sport, but also build resiliency. In addition, in FY 21/22, CFMWS received non-recurring public funds to develop initiatives to support CAF families and children during a relocation. Multiple initiatives are being developed and will be implemented in the next few months. Some funds were utilized to create recreation programs for children and youth. One important initiative that PSP recreation services achieved is the hosting of a CAF virtual youth conference titled “Level Up” over two weekends, March 19 and 26, 2022. The conference's objective was to provide teens with a chance to connect and learn about the various techniques and resources they can use to cope with the challenges related to relocation. Another important initiative is the children’s relocation guide that is in development to be a complementary resource to the family guide being prepared by Military Family Services. Our new relocation resource for children is a superhero training book; going through various activities, children will have the opportunity to strengthen skills linked to resiliency. This action item recognizes the important and imperative supportive role families have in CAF members’ health and wellness. The PSP Community Recreation Programming aims to support the health and wellness of military members and their families to ensure all members of the military community are recognized, thereby working towards operational excellence. This item has been tagged as “Steady State Complete” since it is existing, but continues to produce relevant metrics for the THWS.  

#57 – Implement the Patient Partnered Care Initiative

Ongoing. Status - In Part. This action item aims to provide the ways and means for CAF patients, families, CFHS staff, and the patient’s chain of command to engage more meaningfully at all levels of the CAF health care system. In 2021-2022, a tiger team was stood up to outline research options and create a Master Implementation Plan. An environmental scan was completed to outline a review of different models for Patient Partnered Care (PPC) use in other organizations, informing initial recommendations for a CAF model. These recommendations were presented to and endorsed by the CFHS Quality Council, and a draft concept document is currently being prepared alongside the Master Implementation Plan. Outcomes of this action include higher patient satisfaction with care, improved support from families and the Chain of Command, and better patient care outcomes, leading to overall improved operational excellence. The PPC Initiative works to improve current service delivery through a user-friendly design and a more cost-effective delivery of health services. A term PPC Program Development Officer position was approved and staffing is underway to help implement this initiative, although it is anticipated that additional roles such as an indeterminate PPC Program Coordinator will be required. As it stands, this Action Item is on track, but will require engagement of personnel within CFHS at the strategic, operational and tactical levels. CFHS is currently experiencing critical manning shortages across some health services trades, on top of accumulated demands from the pandemic, which is a potential risk to this Action Item.

#66 – PSP Deployment support to members  

Ongoing. Status - Steady State Complete. The PSP integrated planning team within Canadian Joint Operations Command (CJOC) continued to provide support to CAF deployed operations throughout the year. Since 1 April, 2021, PSP has force generated over 66 personnel in support of Op Impact, Op Reassurance- LTF, and OP PROJECTION. Services provided include barber services, retail operations, fitness, sports and recreation programs, administration of the Home Leave Travel Program (HLTA) and morale and welfare excursions.  As members of OP IMPACT, the PSP team were responsive in support of OP AEGIS and quickly adapted programming posture to re-focus assistance where needed during the evacuation of Afghan refugees. In addition to our regular force generation efforts, PSP deployed four staff in support of OP IMPACT’s Third Location Decompression (TLD) held during the month of November 2021 in Cologne, Germany. This TLD was in support of an estimated four hundred members transitioning home after a six-month mission in the Middle East. Furthermore, the PSP Deployment Support Training and Selection course is an integral part of the force generation process. During the May 2021 and October 2021 training serials, PSP successfully recruited and trained ninety-six candidates for future deployments. In a particularly challenging year when international travel paused in response to COVID-19 restrictions, PSP Deployment Support continued to administer a modified Home Leave Travel Assistance (HLTA) program to support deployed operations. Those members authorized leave travel were restricted to return travel from mission location to Canada and, although the number of travelers were fewer, the dynamics of managing international travel during a pandemic made each individual file significantly more complex. Despite the restrictions, to date this FY, HLTA Staff at CFMWS HQ and SNPF CF deployed overseas facilitated leave travel from designated mission areas for over 1600 CAF members deployed to 12 operational missions around the globe, supporting our defence families and serving those who serve. PSP Deployment Support has also delivered over $150K in fitness, sports and recreation equipment in response to 21 mission requests, enhancing MW programs for CAF members deployed on CJOC, SOFCOM and RCN operations to date this FY. In addition to MW Equipment support, PSP Deployment Support has been able to make significant improvements to the MW programs for CAF members deployed to small domestic/continental operations as well as international and UN missions that don’t generate NPF. These contributions have been made possible through the introduction of the Corporate Rebate Program in June 2020. Finally, the Deployment Support Amenities program continues to provide support to all CAF operations globally through distribution of entertainment materials, special event items, streaming services and satellite programming to the RCN fleet. One hundred and sixty active satellite receivers support twelve Frigates, twelve MCDVs and two AOPS (Arctic off-shore patrol vessels). Since April 2021, the amenities program has provided $144,000 in direct funding to deployed operations for procurement of amenities and recreation equipment. There are no foreseeable risks or delays to the continued implementation of this item, and at this time it is deemed as aligning with the “Steady State Complete” status.

#73 - Service Income Security and Insurance Plan (SISIP) Personal Financial Education Program (PFEP); Financial Counselling Program (FCP)

Ongoing. Status - Steady State Complete. SISIP is an ongoing completed program that offers financial counselling and education to all CAF members. The financial counselling program provides confidential and timely assistance to serving CF members and spouses or partners who are experiencing financial difficulty or require financial advice. Counselling may be initiated on a referral or a voluntary basis. A professional financial counsellor works with the client to develop an action plan and provide the skills for sound financial management. The financial education program provides formal training for CF members and their families to give them the day- to- day financial tools and principles required for a sound financial future. Training is included in recruit & officer cadet courses. There are no foreseeable risks or delays to the continued implementation of this item, and at this time it is deemed as aligning with the “Steady State Complete” status.

LoE 5: Align and Integrate

THW Initiatives Status Report

Strategic Objective 5a: Increase THW stakeholder collaboration for a comprehensive approach to health and wellness

#31.4 – CAF/VAC Collaboration

This sub-action item belongs to the overarching item #31 – Achieve full operational capability for CAF TG – Core Action Item

Action Items realigned and covered by the overarching sub-action item #31.4:

  • #31.41 – Continue work of CAF/VAC Seamless Transition Task Force – Steady State Complete
  • #31.42 – Actively Promote and Work to Register all CAF Members and Veterans to My VAC Account – In Part
  • #31.43 – Introduce Veteran Service Agent check-in Calls to Releasing Members 30 days prior to Release as a follow up to the Transition Interview – Steady State Complete
  • #31.44 – Implement the Joint CAF/VAC Employment Strategy – In Part

Ongoing. Status - In Part. This action item regroups four sub-actions items into one sub-action item, seen above, and contributes to the overall action item – to achieve full operational capability for CAF TG. The aim of this action item is to enhance a functional collaboration with VAC to facilitate all CAF members, Reservists, Veterans and their family through a seamless transition process from military to civilian life. The Seamless Transition Task Force has been established and grew with the addition of a Research Team in FY 2020. Currently, the majority of Veterans are not registered with VAC, so CAF and VAC will collaborate to ensure that all CAF members are registered to a "My VAC" account prior to their release. Through a CANFORGEN, members were informed that they are required to contact VAC as part of their transition out. In the MCT process (see action item #31.1 – Transition Process), every Transition Plan contains the goal of a member to set up a My VAC Account. Intent will be to register new CAF members early in their career to promote familiarity with the online tool and its use to access VAC benefits, services and information at any point during the member's career. Veteran Service Agent check-in Calls to Releasing Members 30 days prior to Release as a follow up to the Transition Interview were introduced to engage CAF members shortly prior to their release to ensure that they are progressing administratively and to try to eliminate any problems in a timely manner. Additionally, the Transition Advisors and Release Administrators contacting members ensure that members link with VAC early on in the MCT process so that VAC has situational awareness of the member. Finally, the Joint CAF/VAC Employment Strategy aims to promote: 1. Civilian employment readiness; 2. Recruitment by civilian employers post-release; and 3. Synergy amongst the Veteran employment community. My Skills and Education Translator (My SET) has advanced significantly, and currently CAF TG is in the process of uploading all Military Qualification Standard/Training Plans into civilianized Training Plans, which will populate My SET. Furthermore, the alignment between DTSP and DPGR under the CAF ACE policy has begun to guarantee a seamless recognition of military training. A third identity Military Transition Engagement & Partnership (MTEP) has been stood up within DGMT to take on the portfolio of relationship building with all organizations that want to assist in the military to civilian transition sphere. At this stage, no delay is expected in the implementation of this action item, although human and financial issues could impact the achievement of this action item.

#37 – Identify opportunities for increased collaboration in support of a comprehensive approach to health and wellness (DT-HRC THW SC)

Phase 1. Status - Unlikely/Mitigated. This item has not been started and will be moved to phase 2. For this reporting period, the THW Program Office has begun coordinating with the THW SC to determine the organization that will be the primary point of contact will be for this item. Although this item was originally tagged to be completed in Phase 1, due to delays in the release of the THWS the strategic action items originally planned to be completed within the fiscal year of 21/22 have not had the chance to be started. As this has still not been solidified, monitoring has not been started on this item. As it stands, without an identified organization to lead this action item it has been tagged as “unlikely/mitigated” to reach THW targets.

Strategic Objective 5b: Conduct a policy review to ensure relevant and responsive guidance and direction

#58 – Evaluate the CAF Addiction Program  

Ongoing. Status - In Part. This action item was previously titled “Employ an Addictionologist” in the 2019 SPAP report. Upon consultation with stakeholders, it was decided to adapt this item to the greater program, the CAF Addiction Program, to capture all efforts being made to support the health and wellness of CAF members. As it stands, there is an ongoing review of the Canadian Forces Health Services Addiction Program including a study on the use of CAF clinics for addictions. Although there is a public service position open to hire an addictionologist, this position has yet to be filled. The overall goal of this program is to use evidence-based medicine to ensure easily accessible, quality health care to CAF members struggling with addictions including substance use disorder, alcohol use disorder, and gambling and behavioural disorders.

#59 – Apply VAC research to inform CAF policy and procedures

Ongoing. Status - In Part. Efforts have begun to form a DND/CAF-VAC collaborative team comprised of DND/CAF and VAC researchers, which will allow DND/CAF to obtain situational awareness on VAC research that may be of relevance for programs and policies. Through this collaboration, it will be possible to ensure that DND/CAF policies and programs are better able to address factors influencing the longer-term health and well-being of CAF members, as VAC research results will bolster the evidence-base for these programs and policies. By improving the long-term health and well-being of CAF members, CAF members and their families will be benefited throughout their career, even as they transition to a CAF Veteran. At this time, there are no foreseeable delays in implementing this action item and has no specific milestones or deliverables.

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