Thanks very much, Madam Chair.
I wanted to speak to Mr. Bezan's motion.
I'm of the view that we don't need more testimony on this study because we've heard from many witnesses with recommendations that I think are very valuable to the study. Mr. Bezan made reference to that in his remarks, which preceded me. I think many of the witnesses referred to the Deschamps report. I think it's important that we take into account what witnesses have told us as part of this study, but I also think a lot of work that was done before this committee undertook this study should be taken into consideration.
I want to let members know and remind members of what is in that report. One of the things we heard about a lot during the committee testimony was the issue of culture. One of the sections of the Deschamps report was on that very topic.
I'd like to read from that section, because it's important that we remind ourselves of what's already been studied and what's already been recommended. This, to me, underlines why we don't need to hear from more witnesses.
That section, which is section 4 of the report, says:
...this Report does not aim at capturing all aspects of the culture of the CAF, or its many subcultures, the ERA found that certain cultural behaviours and expectations are directly related to the prevalence of inappropriate sexual conduct in the organization. Any discussion, therefore, of the causes and consequences of sexual harassment and assault in the armed forces—including the effectiveness of current policies and practices—must begin with an examination of the underlying cultural norms that inform the ways in which CAF members interact with each other, and what they perceive to be acceptable conduct.
We heard that quite a bit from many of the witnesses who came forward to present to us and who spoke so often about culture. It continues:
According to Duty with Honour: Profession of Arms in Canada, first published by the CDS in 2003 and reviewed in 2009, “(t)he military ethos...is the foundation upon which the legitimacy, effectiveness and honour of the Canadian Forces depend.” Amongst other goals, military ethos is “is intended to establish the trust that must exist between the Canadian Armed Forces and Canadian society; guide the development of military leaders who must exemplify the military ethos in their everyday actions; [and] enable professional self-regulation within the Canadian forces.” Military ethos is therefore essential to creating and maintaining a high degree of professionalism within the organization, and underpins the right of the CAF to self-regulate through an independent system of military justice. It is “the foundation upon which the legitimacy, effectiveness and honour of the Canadian Forces depend.”
The concept of military ethos is founded upon respect for the values protected by the Canadian Charter of Human Rights (the Charter), including the right to dignity and security of the person. More precisely, DAOD 7023-0 on “Defence Ethics” emphasizes that the Canadian public expects the highest standards from [Canadian Forces] members:
“The DND and the [Canadian Armed Forces] are integral parts of our democratic society and must reflect and practice the values of that society. Fundamental to the effectiveness of the DND and the [Canadian Forces] is the strength and vitality of its ethical culture. The Canadian public expects the highest level of adherence to ethical standards by DND employees and [Canadian Forces] members.”
Reflecting on what I've just read to you there, I think it's one of the things that we were discussing on Friday, certainly during the debate and in previous committee hearings during this study—the importance of the fact that the Canadian Forces reflect the values—and that's what I've just read to you from the Deschamps report.
It's also important, in my view, that the Canadian Forces reflect Canadian society, both in terms of values but also in terms of its makeup. One of the things that we heard a lot about, I think, is the importance of that and the importance of making sure that, in particular in the context of this study, women are welcomed into the forces and that they are treated with the respect they deserve.
We discussed a whole series.... Fellow members will recall a number of discussions we had and witnesses who spoke to how we can ensure that women are treated equally, because many of them, in most cases—perhaps not all, but most—are integrating into roles that have been traditionally reserved for men, so the Canadian Forces need to do a better job of adapting and making sure that women are properly integrated.
I think this highlights nicely some of the things that we've heard from some of the witnesses. I'll go on:
Leaders are taught that respect for the dignity of others takes precedence over other ethical principles:
There are a few items here:
“The Statement of Defence Ethics contains three ethical principles that are hierarchal in nature; that is, normally, the first one takes precedence over the second one, which takes precedence over the third:
Respect the dignity of all persons;
Serve Canada before self; and
Obey and support lawful authority.”
Further, [Canadian Armed Forces] members belong to the “Profession of Arms”. Professionalism and military ethos are interconnecting concepts:
“Understanding the nature of professionalism, its relation with the military ethos, and the vital institutional role of the [Canadian Forces] is crucial to combat effectiveness and to meeting Canadians' expectations that their military professionals will defend the nation with honour. This entails meeting the highest standards of professionalism and having a full understanding of the obligation inherent in military services.”
To meet the Canadian public's high expectations, [Canadian Forces] members:
“have a special responsibility to fulfill their functions competently and objectively for the benefit of society. [They] are governed by a code of ethics that establishes standards of conduct while defining and regulating their work. This code of ethics is enforced by the members themselves and contains values that are widely accepted as legitimate by society at large.”
The Canadian public has granted the [Canadian Armed Forces] the right to self-govern.
I think we heard about this issue of self-governance in a number of different contexts throughout this study, so I think this is an important point to highlight, as was made by some of the witnesses. It continues:
In some respects, this is related to the fact that Canadians hold members of the [Canadian Armed Forces] to a higher standard of conduct than ordinary Canadians. This is because of the unique role played by the [Canadian Armed Forces] in Canadian society and abroad. Thus, one of the reasons for establishing an independent military justice system, separate and apart from the justice system that regulates the conduct of ordinary Canadians, is to be able to uphold these higher standards. As Justice Lamer stated in R. v. Généreux:
“Breaches of miliary discipline must be dealt with speedily and, frequently, punished more severely than would be the case if a civilian engaged in such conduct.”
I think this is very relevant to our study. I think this is something that we heard from some of the witnesses. I think it's something interesting that we need to reflect on: the role of this and how to make sure that victims get justice. As is indicated here in the Deschamps report, there's a separate independent military justice system. I know that's something that Mr. Bezan is particularly interested in, and that we're to do a study on. I believe it's next, if I'm not mistaken. This ties in nicely with the work we've been doing here, I hope, but this part of the report speaks to some of the reasons why it exists. I think it's important to underline that:
The National Defence Act includes the [Canadian Armed Forces'] Code of Service Discipline...and is the legal foundation upon which the military justice system is based. In addition, policies on administrative and remedial measures give to CAF leaders specific tools to intervene to ensure compliance with those higher standards. Again, as leaders are instructed:
“effective self-regulation—