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Chief of Defence Staff Le chef d'état-major; de la Défense;

A message from the

CDS

on the issues of:

Sexual harassment, sexual misconduct and general military discipline in the  
Canadian Forces

During the past months, I have told all of you, through The Maple Leaf and numerous interviews with the news media, how harshly I reacted to the deplorable and sometimes criminal behaviour of several Canadian Forces members. The sexual harassment and assault of women and men is not tolerated anywhere in Canadian society and I find this particularly heinous when this happen in our military system where chivalry, honour, protection of the weakest and respect for all should be guiding principles.

In June, I sent the following memorandum to all commanders and senior managers in the Department and the Forces to ensure that my message was clearly and forcefully conveyed to those who are responsible, as I am, for your quality of life and work. It is not just another letter from NDHQ: it specifically states my intention of holding all CF commanders accountable for the conduct of their military personnel. I am sharing this memorandum with all of you so that you too can hold us accountable for our leadership in dealing with this issue and our capacity to eradicate it from our midst.

1. In the past few years, since returning from my duties at the United Nations, I have had the privilege of serving as the Commander of Canada's army and, since September 1997, as your Chief of Defence Staff. During this same period, however, I have also experienced the anguish of seeing the institution that defines who I am, and in which I take fierce pride, shaken to its core by one scandal after another. I do not need to go through the list. And now, in the past couple of weeks, we have heard numerous allegations of criminal sexual harassment, sexual assault, and rape within our own ranks. Like you, I have been deeply embarrassed and disappointed by these cases. Frankly, I am also disgusted with this kind of behaviour.

2. Before I deal with the substance of my letter, let me first make it clear that this is not a question of being "politically correct." Nor is it a matter of attempting damage control. It does, however, have everything to do with the high value I place on decency, justice, and professional honour in the day-to-day functioning of the Canadian Forces and particularly in the leadership cadre.

3. I cannot believe that common decency in our treatment of others is an unreasonable standard to demand of everyone in uniform! And yet recent history seems to refute that expectation. As you can no doubt appreciate, it takes all of our efforts, every day and in every circumstance, to maintain and build the character and reputation of the Canadian Forces. Yet, as we have seen, all it takes is the unthinking and irresponsible actions of some of us to do immeasurable damage. The painful thing is that we are all tainted by their actions and by our failure to address them fully and responsibly. I will not allow it. None of us must allow it. Too many of us have dedicated our lives to this calling and this institution to casually let slip away our efforts and the legacy of those who have served before us.

" "

I will not allow the Canadian Forces to become a refuge or a training ground for thugs and brutes.

you will stand by me. That is how things are supposed to work. It should be equally obvious that harassment, assault, abuse, and similarly discreditable forms of behaviour corrode and eat away at trust and confidence, among peers as well as between leaders and their subordinates. It should be even more obvious that failures to respond, or half-hearted responses, by the chain of command to observed or reported incidents of such behaviour make this cancer worse. We must all wake up to the fact that, not only are these lapses offensive to our basic societal and military values, but they profoundly impair our operational effectiveness. A military force in which mutual respect, trust, and loyalty are lacking is not an effective force. It is a hollow shell, nothing more than a gang of individuals, lacking cohesion and

"I stand by you"

4. It should be obvious to everyone that, because of the many kinds of team tasks we perform, we must all be able to trust and count on each other, especially in risky situations. I stand by you, so that, some day, when I need your help,

8. No, we do not have inadequate policy guidance. I do believe, however, that we have a problem with policy application and enforcement, and that makes it a leadership problem. If we are going to put a stop to sexual harassment and sexual assault, leaders at all levels must do their duty and actually lead. They must actively support and enforce my policies and programs, especially commanders and non-commissioned members (NCMs) on the front line of leadership. No leader can afford to be ignorant of what is going on in his or her unit or sub-unit. No leader can turn a blind eye to misconduct or the mistreatment of others. No leader can sit idly by, tacitly condoning discreditable misconduct by silence or inertia, when assertive and decisive intervention is called for. To act in this way is to abdicate two of the most fundamental obligations of military duty and leadership responsibility, namely, to observe and enforce all regulations, rules, and orders pertaining to the performance of one's duties, and to promote the welfare and good discipline of all subordinates.

common purpose, each acting alone and looking out for his or her own interests. I am determined that we will not go down this road.

5. In an attempt to account for the recently reported incidents of sexual harassment and sexual assault, it has been suggested that these are old events, problems from a previous era. For some of these stories, that is the case, but certainly not for all of them. Clearly, we have failed in the past to meet some of our members' needs and continue to do so, and that upsets me.

" "

...I will accept the resignation, or if necessary, consider directing the release, of anyone who is not prepared to discharge these responsibilities.

6. Canadians demand a higher standard of behavior from members in uniform, and so do I. Any number of incidents of sexual harassment or sexual assault in the Canadian Forces, no matter how small, is too many. I will not, therefore, accept any opinion which attempts to explain away or discount the significance of these problems.

7. It has also been suggested that part of the problem might be inadequate policy guidance. I flat- ly reject this notion. We have had a clear policy order on harassment in place for 10 years. Repeatedly we have publicized that there is no place for harassment in any of its forms in the Canadian Forces. An equally definitive policy order on sexual misconduct has been in place almost as long. The Standard for Harassment and Racism Prevention (SHARP) training program has been running for almost two years. In light of these facts, it would be difficult to believe that any member could claim ignorance of the Canadian Forces' position on these matters.

sexual misconduct, or other ill treatment, has the opportunity to voice that complaint. Any reasonable means may be used if the member so chooses, including speaking to the commanding officer, writing a letter directly to you or to me, or calling the 1-800 number that has recently been established especially for this purpose. More importantly, you are to ensure that every member feels sufficiently secure to do so without fear of retribution. In this regard, you are to exercise your disciplinary responsibilities in accordance with the law with respect to anyone who interferes with that right or otherwise attempts to discourage, silence, intimidate, or retaliate against a member attempting to register a complaint.

12. Second, to assist in preventing future occurrences of sexual harassment and sexual assault, I am also directing you to target other areas for action: the socialization of entry-level trainees; and the eradication of a sub-culture of poor discipline and even poorer self-discipline that has infected this institution for too long.

13. On the socialization issue, I hardly need to mention that entry-level training staff and early- career training experiences leave a lasting impression on the hearts and minds of our recruits. It is imperative, therefore, that the personal character, example, and instructional techniques of entry level training cadre are beyond reproach. Additionally, we must ensure that entry-level training either imbues our new members with appropriate professional and interpersonal attitudes, values, and behaviours or else weeds out those who are found wanting.

"I expect a higher standard"

"Let me be perfectly clear"

our most vulnerable members and those with subordinate status or less power. Where pockets of pathological indifference to the rights or dignity of others exist, I want them rooted out and eliminated. I will not allow the Canadian Forces to become a refuge or a training ground for thugs and brutes. Misconduct shall not be ignored. Apathy is unacceptable. Everyone in a leadership or supervisory position has been given certain responsibilities for others and the necessary lawful authority to enforce the Code of Service Discipline. We must relearn the Code and use the authority we have been given. So that there is no misunderstanding, this direction is not to be construed as a licence to resort to rough justice. Apply the law decisively and unambiguously and take both disciplinary and career action when warranted. We are to be unswerving but fair in all such actions.

15. I expect each of you to disseminate and explain this letter throughout your respective chains of command and to report back to me in writing by the end of August on the specific things you have done to carry out my direction. In due course, I may issue further instructions on measures to be taken as a result of the review of these matters.

9. To correct some of the current failures of professionalism and to start the long process of restoring confidence in the Forces and in the chain of command, I am, therefore, giving direction to you on two fronts.

10. First, I want you to ensure that all commanders, supervisors, and training staff in your respective chains of command re-acquaint themselves with and give some serious thought to their general legal and ethical responsibilities as officers and NCMs (Queen's Regulations and Orders 4.02 and  
5.01 refer). They are also to review their specific responsibilities for observing and enforcing policies on harassment and sexual miscon- duct (CFAOs 19-39 and 19-36 refer). Let me be perfectly clear on this matter, I will accept the resignation, or if necessary, consider directing the release, of anyone who is not prepared to discharge these responsibilities.

11. I want you to ensure that every member who has a complaint to make about sexual harassment,

"Misconduct shall not be ignored"

"Clearly, we have failed in the past to meet some of our members' needs and continue to do so, and that upsets me.

14. In regard to the military's culture and ethos, I want all members of the Canadian Forces, without exception, to be made to understand, in the bluntest terms necessary, that we are not in the business of hurting, abusing, or exploiting people under our protection or in our custody. We are most definitely not in the business of hurting, abusing, or taking advantage of our own, especially