With the current trajectory, the “target Canadian youth population” through the CAF Cadet and Junior Rangers programs will not be enough to achieve recruitment targets by the set dates. This calls for more transformative approaches, such as more culturally responsive recruitment and retention policies that go beyond meeting equity targets. The aim of this policy brief is to suggest long-term commitment efforts so the CAF may enrich pre-existing initiatives and foster connection with young Indigenous recruits and members. Remembrance is very important and covers the “Truth” in Canada’s aims to mend its relationship with Indigenous Canadians. “Reconciliation” is more contentious; within the CAF, amelioration can happen in part through immediate action. The CAF recruitment and retention rate among Indigenous members would benefit through the incorporation of mentorship from Indigenous veterans.

Another way: Indigenous Knowledge is a Key to Success in the CAF

The Canadian Rangers are a leading example of how the CAF can integrate multicultural and Indigenous perspectives in its operations framework. This sub-component of the CAF, who operate in remote and Northern areas where conventional Army units are not stationed, reflect Canada’s multicultural demographics and highlight the importance of making the CAF a more accessible and inclusive environment. A core strength of the Canadian Rangers lies in their integration of Indigenous knowledge encompasses generations of observations, practices, and innovations developed through a deep relationship with the land (Holden, 2024). This knowledge not only contributes to the Rangers’ operational effectiveness but also promotes sustainability and responsible stewardship of cultural resources. By incorporating Indigenous knowledge into their training, the Rangers enhance their understanding of ecosystems, complementing scientific and technical knowledge to create a more complete and holistic understanding of the environment in which they operate.

Brigadier-General (BGen) Jocelyn Paul’s experience exemplifies how embracing Indigenous identity within the CAF can foster personal pride and contribute positively to the Force. As a member of the Huron-Wendat nation, BGen Paul shared that his CAF career allowed him to reconnect with and take pride in his Indigenous heritage. (Savard & Lackenbauer, 2018). He highlighted that reconciling Indigenous identity with a military role is mutually beneficial, fostering a stronger connection between the individual, Canada’s heritage and the CAF (Savard & Lackenbauer, 2018). This sentiment was felt at a 2016 Indigenous roundtable for “the intent of building nation-to-nation relationships of partnership” (Lightfoot, 2019). The conclusion of the discussion underscored how knowledge and “learning is a two-way process – there must be resiliency, and good communications” (Lightfoot, 2020). Programs that support such integration, especially those targeted toward youth, are essential to replicating these positive outcomes across the Forces more broadly. 

In the spirit of Truth and Reconciliation, this brief has outlined the missteps of the CAF’s Indigenous training programs and shown that another approach is possible and successful. However, just calling upon “spirit” does not alone create action. To achieve Truth and Reconciliation within the CAF, the following recommendations should be enacted.

Recommendations

The success of the Canadian Rangers provides a compelling case for the broader incorporation of Indigenous knowledge systems into CAF training programs. This integration offers a multifaceted understanding of ecosystems and prompts environmental sustainability—both essential elements in modern military operations (Lackenbauer, 2019). By embracing Indigenous knowledge, the CAF can foster more inclusive, adaptive, and effective training environments that reflect the diversity of Canada’s population. Furthermore, this approach could serve as a model for the CAF in its efforts to recruit and retain a more diverse range of individuals, ensuring that Indigenous peoples have a greater presence in the CAF at large. Based on the analysis and key research findings, the following policy recommendations aim to address and improve Indigenous recruitment and retention within the CAF. These options provide practical and actionable steps and include recommended timelines for implementation.

Expand and Embed Cultural Support Mechanisms

In alignment with the DND/CAF 2024-25 Departmental Plan’s key priority of “Reconstitution,” the CAFITPs should be restructured (Defence, 2024a). To ensure Indigenous recruits feel supported throughout their military career, cultural elements need to be embedded in daily military life beyond introductory programs. Aligning with the House of Commons’ Recommendation 6 of providing “additional funding to allow the Canadian Armed Forces to send recruiters to First Nation, rural, and remote communities,” this recommendation aims to incorporate Indigenous veterans and leaders (Fuhr, 2019). It is divided into the four following parts:

• Integrate Ongoing Cultural Programs: Expand existing initiatives to include regular cultural ceremonies, teachings, and workshops that continue beyond initial training phases. This will foster a sustained sense of community and belonging for Indigenous members.

• Cultural Liaison Officers: Appoint Indigenous cultural liaison officers at major military bases to support new recruits and promote cultural awareness among all members. These officers should facilitate programs in collaboration with Indigenous elders and community leaders.

• Timeline: Implementation of expanded cultural programming should start within six months, with full deployment across CAF cases within 18 months.

• Responsible Entities: The Department of National Defence (DND) and CAF leadership should coordinate with Indigenous groups and local community representatives to ensure culturally appropriate and meaningful programming.

Address Tokenism, Mandate Cultural Sensitivity Programs, and Align Programs with Career Aspirations

Indigenous entry programs should be viewed as a pathway to diverse military careers rather than standalone recruitment targets. To combat the current CAF culture, making cultural sensitivity training mandatory can help the CAF home in on “a culture of mutual respect, trust, honour, and dignity” (See “Figure 2”) (Defence, 2024). This recommendation is also in alignment with the DND/CAF 2024-25 Departmental Plan’s key priority of “Culture Evolution” (Defence, 2024, p. 1). It should be implemented as follows:

• Individual Career Planning: Develop personalized career plans for Indigenous recruits at the start of their military journey to align training and career progression with their professional goals. This will help counter perceptions of tokenism and demonstrates genuine investment in their development.

• Feedback Mechanism: Establish structured feedback channels that allow Indigenous recruits to share their experiences and offer input on how recruitment programs can better align with their career paths. Regular surveys and focus groups will inform ongoing adjustments.

• Timeline: Launch the pilot phase for individualized career planning and feedback collection within six months, scaling it up to all entry-level Indigenous programs by the end of the first year.

• Responsible Entities: CAF Human Resources and the National Defence Indigenous Advisory Council should work together on this initiative, leveraging input from current and former Indigenous CAF members.

Reform Personnel Policies to Increase Retention

To boost retention, structural reforms are necessary to address flexibility, career progression, and non-monetary benefits:

• Flexible Career Paths: Revise current policies to include flexible career trajectories that accommodate both lateral movements and opportunities for diverse training. This would appeal to younger recruits who seek dynamic career experiences (Goldenberg & Otis, 2023, p.35)

• Participatory Leadership Training: Implement training for all CAF leaders to practice participatory leadership, which empowers Indigenous members and other underrepresented groups to voice concerns and suggestions. Research indicates that a collaborative leadership model enhances retention Goldenberg & Otis, 2023, p.35)

• Career Advancement Programs: Offer specialized mentorship programs aimed at developing Indigenous leaders within the CAF, providing clear paths for career programs

• Timeline: Initiate policy revisions within 18 months and integrate participatory leadership training within five years.

• Responsible Entities: The CAF Directorate of Human Resources should spearhead these policy revisions, with support from the Defence Chief of Personnel.

Produce Annual Internal Reviews on EE Targets

Monitoring and evaluation mechanisms should be put in place to assess the progress of these policy measures and make iterative improvements based on feedback and performance outcomes. several Defence Indigenous Advisory Groups (DIAGs) should be designated to advise on bi-annual internal reviews, ensuring long-term CAF EE targets are on track.

Final Notes

The CAF is facing a recruitment and retention crisis across all personnel, however this issue is particularly pronouced when it comes to Indigenous recruits, who face significant and systemic barriers to intergation in the Forces. The policy brief has highlighted the nature of those issues but more importantly, has shown that another way is possible. The Canadian Rangers exemplify how the strategic incorporation of Indigenous knowledge into training can enhance operational success and contribute to a more inclusive and effective military. The Rangers’ model offers invaluable lessons for the CAF, demonstrating that such integration not only strengthens military capabilities but also fosters a deeper connection to the diverse communities they serve and protect.

The success of these recommendations relies on a cohesive approach that prioritizes collaboration with Indigenous veterans and stakeholders. It is essential to allocate appropriate resources and funding to these initiatives, and ensure they are executed effectively with bi-annual reviews conducted by the DIAG. By implementing the strategies detailed here, the CAF can move toward not only improving recruitment and retention rates among Indigenous members but also fostering an inclusive and supportive military culture that aligns with long-term national objectives. It is vital to take immediate action. The proposed recommendations can aid the CAF in reaching beyond the spirit of Truth & Reconciliation and reach the 3.5% demographic goal by 2026 (Defence, 2024b).