One thing I'm still a little bothered by in this whole wave of changes is the disconnect between the internal dimension, the sexual misconduct issue, and the external dimension of integrating a gender perspective in operations, because to me, they're connected. I think you need to have your internal house in order so you can be an effective fighting force. This has been recognized in the latest iteration of the NATO bi-strategic command directive 40-1 making explicit that internal-external connection.
I have felt some reluctance on the part of the Canadian Armed Forces stakeholders that I've interviewed when it comes to making that connection. They are two separate issues. One is more HR internal diversity and the other is more external and implementing Resolution 1325. I think the credibility of the Canadian Armed Forces or any national armed forces in the world when intervening externally rests on having a really solid reputation and the highest professional standards. I know the Canadian Armed Forces can achieve that, and they've taken the appropriate steps since 2014 to see this change through.
I'm still a little concerned by that rhetorical disconnect between stuff like Operation Honour and the misconduct piece, and then the broader 1325 women, peace and security agenda because gender awareness impacts every facet of your work, whether that's working within your unit or being deployed abroad. To have the gender analysis as second nature, you need to open your mind to that consideration so it becomes second nature, like a risk analysis or a cost-benefit analysis. By segmenting the two, I feel we're making it harder, in a sense.