Madam Chair and members of the committee, thank you for the opportunity to speak today.
I teach Canadian military history in the history department at Queen's University. I have also taught senior officers at the Canadian Forces College in Toronto. I served for 25 years in the Royal Canadian Air Force and the Canadian Armed Forces as an air navigator.
The acting chief of defence staff, Lieutenant-General Wayne Eyre, has stated that Operation Honour is finished and that the CAF would “develop a deliberate plan to go forward”. Today I will briefly examine four actions that Lieutenant-General Eyre indicated would be part of that plan: an external review of the CAF and its culture; increased training; improved recruiting; and re-establishing “trust where it has been broken”.
Justice Deschamps' 2015 external review into sexual misconduct and sexual harassment in the CAF, followed by government reports, as well as numerous academic papers and presentations have made abundantly clear the nature of the problems and their solutions. The issue now is not identifying the problems with another external review or, as Lieutenant-General Eyre put it, listening and learning, but in actually addressing the problems.
Lieutenant-General Eyre said that the CAF would increase training until there is “a constant drumbeat of reminding our members what rights look like”. However, an evaluation of CAF training on inappropriate sexual behaviour by the Auditor General in 2018 reported the following:
We found that the chain of command delivered briefings and training that did not increase members’ understanding of how to respond to and support victims, but instead created confusion, frustration, fear, and less camaraderie.
These findings have been confirmed by personal accounts of some current and former female CAF members. They stated that training was often delivered by unqualified senior members of the unit, who used it to criticize aspects of Operation Honour and to blame female unit members for causing trouble or undermining unit cohesion.
Lieutenant-General Eyre also reiterated past CAF commitments to improve recruiting processes to increase the number of women in the CAF, the latest target being that females should make up 25% of the CAF by 2026. However, a 2016 Auditor General report noted that with no targets or strategy, the CAF was unlikely to achieve this goal. The report also documented long-standing failures in the CAF recruiting and retention system, dating back almost 20 years, that the CAF has failed to correct.
Finally, Lieutenant-General Eyre said that new efforts would be made to “re-establish trust where it has been broken.” However, one of the goals of Operation Honour was to “win back members' trust”. With Operation Honour, the CAF tried to address sexual misconduct in its ranks through “the direct, deliberate and sustained engagement by the leadership of the CAF and the entire chain of command”. Recent revelations about the sexual misconduct of some senior CAF leaders suggest that they have forfeited the trust of their subordinates, and will, therefore, be unable to make future change without effective external oversight.
In conclusion, the actions that need to be taken to address sexual misconduct in the CAF are well known. However, to be successful they must be subject to sustained and active oversight by a truly independent body. That body should be external to both the Department of National Defence and the CAF, as DND's senior leadership includes many retired former CAF members who were part of the problems in the past. While the detailed planning and implementation of solutions to problems of sexual misconduct in the CAF must involve CAF members, their actions should be subject to the scrutiny of an independent body with the power to require compliance with its directives.
Over five years, the CAF's leaders were unwilling or unable to deal effectively with sexual misconduct in its ranks. Therefore, external oversight is the next logical step to take to confront this issue. Otherwise, the CAF is about to head down the same path to failure that it has followed in the past.
Thank you.