Good morning, Madam Chair, members of the committee, and distinguished guests.

Thank you, Alan.

Thank you for inviting me as part of your study on the treatment of women within the Department of National Defence.

I am here on behalf of my organization but also as a member of the steering committee of the Women, Peace and Security Network—Canada.

A few weeks ago I watched a TVO documentary that first aired in September of 2018, on what remains a little-known part of our Canadian history, a campaign waged against the Canadian LGBTQ+ community in an attempt to remove members of this community from public office. Men and women believed to be homosexuals working in the Canadian public service, including the Canadian Forces and the RCMP, were put under surveillance and interrogated. Their privacy was invaded to the highest degree, with their careers ruined and lives destroyed.

Apart from the incredible injustice that was committed to Canadians in Canada, there was something else that I found very powerful in that documentary. All of those affected recounted their time in the Canadian Armed Forces or the RCMP with much pride, “I was a great soldier” or “I was a great police officer.” All of them had signed up willingly for this type of career, wanting to make a difference, wanting to serve their country. All of them knew the sacrifices it would take, and they were physically and mentally ready. What they weren't ready for and what they hadn't signed up for was the pervasive culture of discrimination and harassment they faced, including bullying and abuse, which ultimately forced them out.

While laws have since changed and important progress has been made, as Alan mentioned, let's be very clear: We're not there yet. Many of your guests in the last few weeks have demonstrated this very clearly, including Sandra Perron, Laura Nash and Julie Lalonde. We are forcing out the very people we say we want, at least on paper.

I'd like to offer today a few tangible steps that I believe are key to addressing the problem.

First, I think we need to rethink the education and the training system overall. One of the objectives of the Canadian Armed Forces diversity strategy is to “Inculcate a Culture of Diversity”, which the strategy says, “is to develop the military's organizational culture to be more inclusive and respectful which will demonstrate to Canadian society that the CAF truly values and embraces diversity.” Cultural change is not going to happen with a one-hour online GBA+ training or a one-hour sexual harassment training. Cultural change will happen by ensuring that the principles of equality, diversity and human rights are at the very core of the education that a soldier receives. That needs to be embedded in everything they do and reinforced at every level. It also needs to be complemented by strict zero tolerance policies for any such behaviour and a process for complaints that are properly investigated.

My second point is that I believe we need an honest conversation on the role of the military in the 21st century starting within the CAF. As mentioned, there has been important progress made within DND and the CAF regarding the treatment of women; however, we know that women and men experience their military careers very differently, as we've heard in the past few weeks. That being the case, there is a very real need to have an honest and frank conversation about what it's like to be in the military from these diverse perspectives. We need to hear these very voices, and then we need to analyze the findings and be ready to meaningfully address them. It's about committing to examine the very structures we bring women and other diverse groups into. It's about changing the way that it has always been done.

This takes effective leadership, which is my third point. Effective leadership is one that drives change from within by empowering others to believe in that change.

This is where I think we've been failing. Transformational change towards gender equality and inclusivity requires everyone in the organization to believe in that change from top officials to students at RMC to cadets. This is far from being easy, but in hierarchical institutions bold statements followed by bold actions should go a long way, and they can't just be one person, but many across the organization who become champions and stand up and challenge the “well, we've always done it this way” and are empowered to do so.

To conclude, I truly believe there is a huge opportunity for the Canadian Forces to change its culture and truly be an inclusive place for everyone.

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