NDDN Committee Report

GOVERNMENT RESPONSE TO THE REPORT OF THE STANDING COMMITTEE ON NATIONAL DEFENCE

RECRUITMENT AND RETENTION IN THE CANADIAN FORCES

The Honourable Maxime Bernier
Chair
Standing Committee on National Defence
House of Commons
Ottawa, Ontario
K1A 0A6

Dear Mr. Bernier,

                        Pursuant to Standing Order 109 of the House of the Commons, and on behalf of the Government of Canada, I am pleased to respond to the Standing Committee on National Defence’s Report entitled “Recruitment and Retention in the Canadian Forces.”  We share the Committee’s view that members of the Canadian Forces (CF) are our most valuable asset, a commitment underscored by the March 2010 Speech from the Throne. 

                        It is my pleasure to highlight some of the innovations we have adopted to enhance recruiting and retention.  For example, expanding on-line recruiting has made it easier for candidates to apply, contributing to the growth of the Regular Force by 2,200 personnel last fiscal year, the highest net increase in recent years.  The Regular Force now stands at 68,000 – ahead of schedule to achieve our Canada First Defence Strategy target of 70,000 by 2027/28.  We have also put in place programs to help ease the transition to military life for these new recruits.  The extended fitness program, for instance, helps them achieve fitness levels required to complete basic training.  To help address shortages in some of the military’s more technical occupations, measures such as recruitment allowances, subsidized education, and adjustments to base pay have been implemented.  In addition, recruiters have successfully addressed engineering and pilot shortfalls by using occupation-specific advertising in targeted campaigns at educational facilities and professional events.

                        We also recognize and share the Committee’s concerns over retaining current personnel, particularly mid-career CF members with invaluable experience acquired on operations at home and abroad.  This dedicated group leads operations and trains new recruits, even as they continue to enhance their skills to assume senior positions in the years to come.  To this end, ensuring that military personnel have improved flexibility and choice in their careers is essential.  As one important initiative in this area, we have modified our terms of service so that personnel have multiple options for continuing their careers with Canada’s military.  These measures have been met with success – for the first time in four years, attrition fell from 9 percent in March 2009 to 7.5 percent in March 2010.

                        We are also taking steps to help military personnel achieve a healthy work/life balance, even in the face of an unprecedented operational tempo.  For example, we have been exploring ways of improving our deployment, reunion and relocation programs, so that the mobility requirements of a life in the military can be met with as little disruption as possible to family life.  In further support of military families, we are also considering initiatives to expand child care options to create more choice for parents, and ways better align CF and Veterans Affairs Canada (VAC) services so that personnel who are releasing from the military experience a smooth transition from CF management to management under VAC.   

                        We have also introduced important legislation in the House of Commons to balance the demands of military service with family responsibilities.  Each year, some Canadian Forces members must forgo their parental leave for operational reasons, such as overseas deployments or training.  Bill C-13 gives affected personnel an extra year to access related Employment Insurance benefits, thereby ensuring that they have the opportunity to spend important time with their young families. 

                        The health and wellness of our men and women in uniform is also a priority.  The “Be the Difference” campaign is one such initiative that will help increase awareness of mental health issues and build a culture of understanding to help CF members overcome mental health challenges.  The new peer-based Mental Health Initiative will reinforce this long-term campaign by bringing together clinical expertise and the first-hand experience of our veterans to create innovative programs to address mental health and operational stress injuries.  Improved access to care and support services and programs will complement these efforts.  Indeed, over the past several months, 19 Integrated Personnel Support Centres have opened across the country to provide one-stop service to injured and ill CF personnel.

                        These changes represent tangible examples of the Government’s ongoing commitment to care for Canada’s troops and the families that support them.  We remain committed to our CF personnel and will continue to search for innovative and effective ways to deal with challenges associated with recruitment and retention.  Thank you and the other Members of the Committee for your report. 

Yours sincerely,

Peter MacKay