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The front page shows five bending lines that inspire Renewal and Reinvestment as we go forward and also represents each one of the five new overarching key program principles provided in this Plan
Table of Contents
02 Message from the Canadian Armed Forces Command Team 03 Message from the Cadet Leagues 04 Foreword by Chief Reserves and Cadets
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05 Background
08
09 Renewal Goals
Renewal Guidance
08 Renewal Framework 08 Renewal Foundation 09 Investing in the Programs 09 Desired End State
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12 Phase 1 16 Phase 2 19 Phase 3
Action Plan
10 Phases and Sequencing
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Execution
21 Managing Resources 21 Project Management 22 Renewal Communications 22 Monitoring and Reporting
ANNEXES
23 Annex A Action Plan 29 Annex B Acronyms and Abbreviations
List of Tables
12 Table 1 Renewal Phase 1 16 Table 2 Renewal Phase 2 19 Table 3 Renewal Phase 3 22 Table 4 Reporting Requirements 23 Table 5 Objectives and Tasks by Goal 29 Table 6 Acronyms and Abbreviations
List of Figures
08 Figure 1 Renewal Framework 10 Figure 2 Phase Overview 11 Figure 3 Sequenced Objectives
General T.J. Lawson Chief of the Defence Staff I am extremely proud of our Cadet and JCR Programs, and their proven results. As we work to renew our institution we will do the same for the Cadet and JCR Programs to ensure their sustainability and their continued delivery of highly challenging and educational programming for many years to come. CDS
Chief Warrant Officer K.C. West CF Chief Warrant Officer As a former cadet I am very interested in making sure our Cadet and JCR Programs are well-positioned to continue engaging young Canadians in high quality fun and challenging activities well into the future. Through these programs, the Canadian Armed Forces will continue to play an important role in youth development and engagement in Canada. CF CWO
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information has amassed through studies, evaluations and reviews that validates the tremendous value of the Cadet and JCR Programs while at the same time pointing to several areas where program delivery could be improved. DND/CAF is also responsive to Government of Canada (GoC) direction on policies and programs and recent direction has been received to broaden the spectrum of youth attracted to both programs while also expanding to reach more urban neighbourhoods as well as rural, isolated and remote communities. Taken together, this information and direction present an opportunity for renewal to better solidify what is working well and address areas for improvement and advancement. With this updated information and direction as the baseline, opportunities for improvement have been identified in several program areas. These include:
> Invite all Canadian Youth. Cadet and JCR Programs are
open to all youth age 12 to 18 who are Canadian citizens or are authorized to reside in Canada. Although the program is expected to be physically and mentally challenging, there will be no artificial barriers developed which preclude participation based on gender, race, culture, religion, education, socioeconomic status or ability. The programs will make reasonable efforts to accommodate. of the Cadet and JCR Programs is guided by the best of Canadian military values and ethics. These values include respecting the dignity of all people, serving Canada before self, and obeying and supporting lawful authorities. Additionally, Cadets and JCRs will gain a better appreciation of the specific values of duty, loyalty, integrity, courage, stewardship, and excellence, expected of all CAF members. Cadet and JCR Programs help participants progressively develop into adults who contribute positively to Canadian society as leaders, while instilling a lifelong appreciation of health and fitness. will have confidence that the activities and events the Cadet and JCR Programs deliver are challenging, yet safe. They will also be confident that the adults leading the program are of unquestionably high moral character and are focused on the development of the Cadets and JCRs. with the program for many years or for just a few weeks, it is imperative that they remember the experience positively. This may have a lasting impact which will guide their development in future years.
> Strengthening program delivery at corps, squadrons > Reducing bureaucracy and streamlining administration > Improving the balance between local and advanced > Optimizing governance, command and control, and >
support structures; and Expanding volunteer networks. Taking into account the numerous internal and external factors which are impacting the organization, efforts to address the opportunities for improvement must move forward in a coordinated effort under a single set of program principles. training opportunities for Cadets and JCRs; across the organization; and patrols;
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Program Benefits
In support of the key program principles, renewal will provide greater opportunity to bring benefits to the local corps, squadrons, and patrols. These will be realized through a series of short-term and long-term improvements. Renewal will be conducted between 2013 and 2018 and is divided into three phases over this five-year period. Phase 1 will start with updating governance, command and control and support models in order to ensure that adequate risk-based decision making and support are provided to ensure that decisions can be made more locally and bureaucracy and administration are reduced. The first phase will also include work to build staff capacity, outreach and communication capacities. The second phase will focus on reducing the administration and support practices and documentation, streamlining program guidance, ensuring coherent policy guidance is in place from the GoC and DND, and completing a comprehensive review of the Cadet, JCR and CIC Training Programs. The final phase will expand and enhance the network of community support with our partners and review human resource policies. Throughout renewal, there will be a fundamental focus on program growth and managing internal resources. Notwithstanding the broader renewal benefits, the CAF has identified the following short-term improvements:
The CAF has identified the following short-term improvements for local sponsoring committees and CAF leaders:
> Assist corps and squadrons struggling financially > Encourage and enable more fitness-related activities > Allow corps, squadrons, and patrols more discretion
by restructuring the Local Support Allocation; at corps and squadrons by enhancing access to public funds for these initiatives; and and flexibility for food preparation by changing related polices for local events.
In the longer term, renewal improvements will focus on finding the ways and means to enhance the Cadet and JCR Programs at the community level. Through a consultation, engagement, and dialogue process with all levels of the organization, the intent is to identify and action those opportunities that will realize the goals and end states outlined in this plan. These improvements will strive to:
> Improve opportunities for young Canadians by continuing > Enhance the ability of trainers to conduct the programs > Expand upon and reinforce existing support networks
available through the CAF, Leagues, and community sponsors. to expand the availability of Cadet and JCR Programs within communities and concurrently strive to provide a more challenging activity base;
through a modernized administrative and support structure that is service oriented to the corps, squadrons, and patrols; and
> Foster stronger ties between the Cadet and JCR Programs
form of a field training uniform, to complete outdoor training while maintaining the current dress uniform; and
The renewal guidance and the corresponding action plan that follows will outline several opportunities for improvement. The next pages will present the goals and objectives to be achieved through a coordinated effort to help realize the key program principles.
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Renewal Guidance
Renewal Framework
The Renewal Framework (Figure 1) encapsulates the Vice Chief of Defence Staff (VCDS) strategic guidance for renewal. The columns of the framework symbolize the five key program principles which are built on a solid footing of governance, youth development, community-based programs, and partnerships between the CAF, Leagues and communities. The six renewal goals are bounded by the columns which will drive the overall alignment of the structure to achieve effective and efficient Cadet and JCR Programs.
> The mandates of the Cadet and JCR Programs remain > The involvement of local communities, sponsors and > Command and control of the Cadet and JCR Programs
needs to be adaptable, flexible, and focused to ensure maximum resources are dedicated to the development of youth; and JCR Programs; and sound and beneficial to the DND / CAF as a whole; the Leagues are key to corps, squadron, and patrol success;
> Youth leading youth is a basic tenet of both the Cadet > Youth have access to a program that is safe, fun, and
challenging while respecting all laws and regulations as well as managing risk.
Renewal Foundation
In moving the renewal process forward, the VCDS and senior program leadership believe that:
Effective and Efficient Cadet and Junior Canadian Ranger Programs Aligned Canadian Armed Forces Structure Goal 1:
Deliver a Quality Communitylevel Youth Program
Goal 2:
Goal 3:
Goal 4:
Goal 5:
Goal 6:
Link with Government, Priorities, Strategies, and Missions
Strong Delivery Partnership Canadian Armed Forces with Leagues and Communities Community Based Programs Youth Development Focus Governance
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Renewal Goals
Through renewal, the CAF, in consultation with its key stakeholders, will consolidate the major program initiatives, influences, and reports into one transformational renewal activity. The CAF will: G1 Deliver a quality community-level youth program through a strong and competent leadership team, with shared responsibility between the CAF, Communities, and Cadet Leagues. G2 Emphasize the five key program principles as the main drivers to deliver quality programs that develops, excites and engages Canadian youth with a balance of activities throughout the year, both in their communities and through advanced training. G3 Reduce and align overheads in command, control, administration, and support to ensure the maximum allocation of resources are dedicated directly to the development of youth. G4 Consolidate and align the major program initiatives, influences, and reports to deliver a more effective program. G5 Identify the key program components and develop a related funding model. G6 Ensure that clear program linkages are established and documented with GoC / DND / CAF strategies and missions.
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E2 Delivers on the five key principles. Develops youth through a safe, challenging, and evolutionary curriculum.
E4 Has 70,000 Cadets and 153 JCR patrols. Has a full complement of effective part-time CAF members at each corps, squadron, and patrol.
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E6 Has an effective and efficient CAF manning and organizational structure, defined by clear command and control lines. E7 Is effective and efficient in the delivery of the Cadet and JCR Programs which strive to focus at least 50 percent of program expenditures in direct support of corps, squadrons, and patrols. E8 Is free of redundancy, unnecessary bureaucracy, and obstacles to performance. E9 Supports GoC / DND strategies, priorities, and policies. E10 Adheres to relevant GoC legislation and regulations.
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Action Plan
The Action Plan details what tasks need to be undertaken, actions already underway, and actions to come in the future that will effectively enhance the CAFs delivery of the Cadet and JCR Programs. Development of the Action Plan included discussions, meetings, and briefings with Regional Cadet Support Units (RCSU) and Canadian Ranger Patrol Group (CRPG) COs, Regional Commanders (Reg Comd), VCDS, Director Cadets and Junior Canadian Rangers (DCdts&JCR) Staff and the Cadet Leagues. All the input and feedback received was reviewed, synthesized, and organized under the six major renewal goals. This was further expanded into this plan. The Action Plan, inclusive of specified objectives and tasks, may be found at Annex A.
Phase 1
> Governance > Command & Control > Risk Management > Support Model > Close-Out Initiatives > Staff Capacity > Outreach > Communications > Program Growth > Manage Resources
Phase 2
> Administration > Program Guidance > Policy Alignment
and Support
Phase 3
> Administration > Community Support > Human Resources
and Support
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Within each of the phases, the objectives have been further rationalized, sequenced and allocated to various Fiscal Years (FYs) based on priorities, dependencies, level of effort, and available resources (Figure 3). As one begins to consider the execution of this plan, it should be noted that the Action Plan recognizes that D Cdts & JCR will engage stakeholders, and address changes when appropriate and required, address changes. Therefore, it is essential that priority be given to forging effective partnerships with stakeholders and convening cross-functional teams (where appropriate) to facilitate a comprehensive and coordinated approach to completing items within the Action Plan.
FY 14/15
Phase 2
FY 15/16
FY 16/17
Phase 3
FY 17/18
3.1 Governance
1.5 Outreach
1.6 Communications
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Renewal Overview
Tasks identified in the Action Plan (Annex A) are grouped below by a common output under a specific objective within a phase. Amplified intent, completion timelines, and reporting methods have been assigned to each output.
Phase 1
The focus of Phase 1 (Table 1) is on governance, command & control, risk management, development of a support model, closing out current initiatives, staff capacity, outreach and communication capacities, program growth and managing resources. This is a critical phase to commence the renewal process.
The current governance is ineffective and inefficient and the lack of a formalized governance framework does not include all stakeholders at all appropriate levels. Develop a structure which creates effective mechanisms for stakeholder engagement, consultation, and voice. This structure shall provide the agility and focus required to lead the youth programs while adhering to budgetary pressures and policy priorities. Supporting Information Task End State E1 E10 E1 E10 Ref CRS CRS Phase Timeline Completion FY 13/14 13/14 Quarter Q2 Q4 Mechanism Decision Brief Governance Governance Charter Reporting Authority Chief of the Defence Staff (CDS) VCDS Frequency Final Final
Intent:
Outputs:
Cadet and JCR Governance Service Level Governance Charters Objective: Background:
3.1.1 3.1.2
1 1
3.2
Optimize the Command and Control and support structure processes of the programs.
The command and control (C2) of the Cadet and JCR Programs have been the subject of high-level discussions for over 25 years with several studies identifying potential efficiencies in control and delivery. Despite this, little to no action has occurred to address the inefficiencies related reports outline. Develop a C2 structure for the Cadet and JCR Programs that is simple, adaptable, flexible, and focused to ensure maximum resources are dedicated to the development of youth, while continuing to enable MND, CDS, and VCDS to exercise lawful command and control across the Cadet and JCR corps, squadron, and patrols. Supporting Information Task End State E1, E5 E9 E1, E5 E9 E1 E10 E1 E10 E5 E9 Ref CRS CRS CRS CRS CRS, RCIS Study Phase 1 1 1 1 1 Timeline Completion FY 13/14 13/14 13/14 13/14 13/14 Quarter Q1 Q2 Q2 Q2 Q2 Mechanism BN Report Reporting Authority VCDS DGRC Frequency Final Final Final Bi-Weekly Final
Intent:
Outputs:
Organizational Review Existing Key Processes Key Processes Proposal Organizational Structure Proposal Organizational Structure Proposal
Decision Brief Key Process DGRC Courses of Action (COA) Progress Brief Decision Brief Organizational Structure DGRC VCDS
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Objective:
1.3
Identify and implement a minimum acceptable risk level which ensures that the conduct of Cadet and JCR Programs is safe, legal, and the activities are challenging and fun.
Background:
The DND / CAF Integrated Risk Management Policy outlines a framework to identify, assess and prioritize, respond, and monitor and evaluate key risks. Implementation of risk management within Cadet and JCR Programs needs to develop to the largest extent possible. Senior program leadership will strengthen communication, monitoring, and feedback regarding the appropriateness and completeness of identified risks, tolerance levels and risk responses. This will facilitate decision making process by ensuring that responsibility and accountability are devolved to the lowest level. Supporting Information Task End State E2, E3, E5, E7, E8 Ref Phase Timeline Completion FY Quarter Mechanism Reporting Authority Frequency
Intent:
Outputs:
Risk Matrix/Strategy
1.3.1
13/14
Q4
VCDS
Final
5.1
Identify and promulgate effective program Support Models that ensure a majority of resources are geared toward the delivery of community-based programming.
The Cadet and JCR Programs are costly to deliver with relatively high management and administration costs. Develop a support model as part of the normal business planning processes. The model will measure resource utilization to ensure that the majority of resources are allocated to the corps and squadron component of the Cadet Program and the community programming of the JCR Program. Supporting Information Task End State E2, E3, E4, E5, E6, E7, E8, E9 E2, E3, E4, E5, E6, E7, E8, E9 Ref CRS Phase Timeline Completion FY 14/15 Quarter Q1 Mechanism BN Reporting Authority VCDS Frequency Final
Outputs:
5.1.1
5.1.2
14/15
Q1
BN
VCDS
Final
Objective: Background:
4.2
The Cadet Program Update (CPU), Cadet Population Growth Initiative (CPGI) and Cadet Instructors Cadre (CIC) Military Employment Structure Change Management Project (CIC MES CMP) have been projects undertaken over the past several years to develop the various training programs and grow the cadet population. Some key items have yet to be completed or realized. As required, major initiatives will be closed and the outstanding items will be captured within renewal. Organizational efforts should focus on continued implementation. Supporting Information Task 4.2.1 4.2.2 4.2.3 4.2.4 4.2.5 End State Ref Phase Timeline Completion FY Quarter Mechanism Reporting Authority Frequency
Intent:
Outputs:
E2, E3, E4, CPU, VCDS 1 E5, E6, E7, GR E8, E9, E10 E8, E9, E10 New 1
14/15
Q1
BN
14/15
Q2
Final
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Objective: Background:
1.4
Build adult leader and volunteer capacity to support the Cadet and JCR Programs.
Adult program leaders and volunteers need a better understanding of the overall topic of at-risk youth and issues specific to it. As well, specific guidance is needed for them on outreach and identifying neighbourhood and community leaders as well as local and regional leaders of agencies and programs (subject matter experts) that deal with youth. Develop an education and training package with support from partners, subject matter experts from other government departments (OGDs) including Aboriginal Affairs, Health Canada and RCMP. At the same time, increase the number of part-time COATS members at select urban corps and squadrons and increase the number of paid days for part-time COATS members at select rural corps and squadrons. Supporting Information Task End State E1, E2, E3, E4, E5, E7, E9 E1, E2, E3, E4, E5, E7, E9 Ref Minister of National Defence (MND) MND Phase Timeline Completion FY 14/15 Quarter Q1 Mechanism BN, QSP, TP, IG Reporting Authority Frequency
Intent:
Outputs:
GAP Package, Qualification Standard (QS), Training Plan (TP), IG HR Management Plan (community-level establishments)
1.4.1
1.4.2 1.4.3
14/15
Q1
BN
Objective:
1.5
Enhance public awareness, outreach, and partnerships for the Cadet and JCR Programs to attract a larger number of Canadian youth.
Background:
Outreach and engagement efforts with community leaders, OGDs, and non-government organizations (NGO) will be a critical catalyst for helping corps and squadron Commanding Officers and JCR Patrol Leaders target their efforts to reach a broader spectrum of Canadian youth in more urban neighbourhoods and rural, isolated and remote communities. Raise public awareness about the Cadet and JCR Programs in order to attract a larger number of young Canadians and to help identify a broader spectrum of youth and geographic areas that could benefit from the programs. In addition, engage and partner with OGD and NGOs as a means to learn more about serving these youth and sharing resources and information. Supporting Information Task End State E1, E4, E5, E9 Ref MND Phase Timeline Completion FY 14/15 Quarter Q1 Mechanism BN Reporting Authority Frequency
Intent:
Outputs:
Outreach Strategy
Objective:
1.6
Develop and implement a consistent message on renewal while building communications capacity in the Cadet and JCR Programs
Background: Intent:
Public Affairs support will be critical in development of a consistent message on renewal and will also support communications capacity in the Cadet and JCR Programs. This will be a key factor to Cadet and JCR success and renewal. Improve community support for corps, squadrons, and patrols to enable better delivery of local training programs. Supporting Information Task 1.6.1 1.6.2 1.6.3 1.6.4 End State E1, E6, E8, E9 Ref Public Opinion Research (POR), Renewal Phase Timeline Completion FY Quarter Mechanism PA Approach, Communications Plan Reporting Authority Frequency
Outputs:
14/15
Q1
DGRC
Final
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Objective: Background:
4.3
In 2010, the VCDS issued a Strategic Initiating Directive (SID), which outlined national growth intentions and in 2013 issued Guidance for Renewal, which reconfirmed growth for both the Cadet and JCR Programs. In 2013, the MND reaffirmed the mandate to grow the Cadet and JCR Programs. Grow the Cadet Program up to 70,000 cadets and expand the JCR Program up to 153 JCR Patrols by identifying opportunities related to retention, emerging youth demographics, and new geographic areas. Supporting Information Task 4.3.1 4.3.2 4.3.4 4.3.5 4.3.6 4.3.3 4.3.7 End State Ref VCDS GR, POR, Strategic Initiating Directive (SID) CPGI, SID, VCDS GR JCR PPG, SID, VCDS GR Phase Timeline Completion FY Quarter Mechanism Reporting Authority Frequency
Intent:
Outputs:
14/15
Q1
BN
VCDS
Final
Cadet Program (CP) Population Growth Plan JCR Patrol Growth Plan
1 1
14/15 14/15
Q1 Q1
BN BN
DGRC DGRC
Final Final
5.2
As part of the government-wide spending reviews, DND is looking at the efficiency and effectiveness of their programs and operations to ensure value for money and to find ongoing annual savings by FY 2014-15. Enable program reinvestment by prioritizing activities, adjusting allocations, and ensuring that resulting changes to programs are understood. Supporting Information Task End State E9, E10 Ref Strategic Review (SR) Phase Timeline Completion FY 14/15 Quarter Q1 Mechanism Progress Brief Reporting Authority Frequency
Outputs:
Impact Assessment
5.2.1
5.2.2
E9, E10
14/15
Q1
Progress Brief
Alignment
A review is scheduled to occur between each phase to determine the impact that previously realized outputs potentially have on the work (and related sequencing) to follow. A period of time is observed by the Cadet and JCR Renewal team to make slight revisions to the remaining work, but only as required.
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Phase 2
Phase 2 focuses on administration and support, program guidance, policy alignment the training programs, program growth, and managing resources (Table 2).
The Cadet Program, and to a lesser extent the JCR Program, have a high administrative burden inherent in complex policies and a large command and control organization. Develop Cadet and JCR Program rules, policies and procedures and a support organization that is effective and appropriate to support the delivery of the programs with the smallest burden placed on the corps, squadron, and patrols. Supporting Information Task End State Ref Phase 3 Timeline Completion FY 17/18 Quarter Q3 Mechanism BN Reporting Authority VCDS Frequency Final
Outputs:
E5, E6, E7, CRS E8, E9, E10 CRS, VCDS GR, E2, E3, E7, Ministerial E8, E9, E10 Directives (Min Dir) E6, E7, E8, E9, E10 New
Administrative Review
17/18
Q3
BN
DGRC
Final
CAF Interface
17/18
Q3
BN
CDS
Final
6.2
To meet the challenges of the future, Cadet and JCR Programs must understand the strategic trends that will impact the programs, and then ascertain what could be updated in the years ahead. By engaging in formal strategic planning, a better appreciation of options and opportunities can be determined, allowing the organization to develop the strategies needed for success. Supporting Information Task End State Ref Phase Timeline Completion FY Quarter Mechanism Letter E1 E10 VCDS GR 2 15/16 Q3 Campaign Plan BN Reporting Authority VCDS DGRC Frequency Final Final
Outputs:
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2.2
Develop and deliver quality programs which develops, excites and engages Canadian youth with a balance of activities and participation expectations.
The minimum acceptable risk level is to ensure that the youth have access to a program that is safe, fun, and challenging and well-led. Further develop the Cadet and JCR Programs using the key program principles as drivers while maintaining a flexible approach to training. Supporting Information Task End State E2 Ref VCDS GR Phase 2 Timeline Completion FY 15/16 Quarter Q4 Mechanism BN Reporting Authority Frequency
Outputs:
Promulgate a Quality Performance Matrix Update Policy, (QSP) and (IG) CDS Direction on CAF Famil. support to Cadets and JCRs Electronic Tool Box of Related Tips and Tricks Rewards and Recognition Strategy Uniform Modernization Report Objective: Background: Intent:
E2, E3, E8
15/16
Q4
2.2.4
E2, E3, E9
15/16
Q4
Letter
CDS
Final
2 2 2
Q4 Q4 Q4
Progress Brief BN BN
D Cdts & JCR Bi-Weekly D Cdts & JCR Final D Cdts & JCR Final
2.1
Build into the programs the means for youth to get actively involved in leading at multiple levels.
Youth leading youth is a basic tenet of the Cadet and JCR Programs. Build and develop leadership and administrative skills in a progressive manner which results in greater responsibility for senior cadets and JCRs. Supporting Information Task End State E2, E3 E2, E3 Ref CPGI, POR CPGI Phase 2 2 Timeline Completion FY 15/16 15/16 Quarter Q4 Q4 Mechanism Report Report Reporting Authority DGRC Frequency Final
Outputs:
Youth Voice Plan Youth Demographics Integration Plan Objective: Background: Intent:
2.1.1 2.1.2
3.3
Optimize organizational partnerships through clear and supportive structures and agreements.
The structure of the current organizational partnerships is complex and lacks effectiveness, efficiency, ability to make routine decisions, and stakeholder voice. Develop a simple committee structure inherent at all levels of the DND / CAF to provide the contribution and voice of all stakeholders. Supporting Information Task End State E1 E10 E1 E10 Ref VCDS GR CRS Phase 2 2 Timeline Completion FY 15/16 15/16 Quarter Q3 Q2 Mechanism Committee Charters Memorandum of Understanding (MoU) Reporting Authority VCDS VCDS Frequency Final Final
Outputs:
3.3.1 3.3.2
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Objective: Background:
6.1
The Cadet and JCR Programs aims, objectives and outcomes have not been historically geared towards assisting the DND / CAF meet its objective of promoting awareness and appreciation of the history, and values of the Canadian military. D Cdts and JCR will review program documentation with Assistant Deputy Minister (Policy) (Adm(Pol)) to ensure that the positive benefits accrued to DND / CAF by running the Cadet and JCR Programs are reflected in strategic guidance documents. Supporting Information Task 6.1.1 6.1.2 6.1.3 6.1.4 End State Ref Phase Timeline Completion FY Quarter Mechanism Reporting Authority Frequency
Intent:
Outputs:
E9, E10
15/16
Q4
PAA
VCDS
Final
4.1
Significant investment in personnel resources, financial resources and time has been made in the update and enhancement of the Cadet, JCR and CIC Training Programs over the past decade. The training programs are sound but updates improvements can be made. To continue implementation of any planned program updates in keeping with the VCDS strategic direction. Supporting Information Task End State E2, E3, E4, E7, E8, E9 Ref Phase Timeline Completion FY Quarter Mechanism Reporting Authority Frequency
Outputs:
Cadet Training Program Implementation & Continuous Improvement Guidance JCR Training Program Implementation & Continuous Improvement Guidance CIC Training Program Implementation & Continuous Improvement Guidance
4.1.1
CPU
14/15
Q2
BN, Plans
4.1.2
JCR PPG
14/15
Q2
BN, Plans
4.1.3
14/15
Q2
BN, Plans
Alignment
A review is scheduled to occur between each phase to determine the impact that previously realized outputs potentially have on the work (and related sequencing) to follow. A period of time is observed by the Cadet and JCR Renewal team to make slight revisions to the remaining work, but only as required.
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Phase 3
This is the final phase of the plan with a focus on expanding community support, streamlining administration and support, adult leadership human resources and COATS policies, program growth, and managing human resources.
Community support, facilities, and public affairs support form several of the key factors to Cadet and JCR Programs success. Improve community support for corps, squadrons, and patrols to enable better delivery of local training programs. Supporting Information Task End State E1, E7 Ref CPGI Phase 3 Timeline Completion FY 16/17 Quarter Q4 Mechanism Report Reporting Authority VCDS D Cdts & JCR, League Presidents D Cdts & JCR, League Presidents Frequency Final
Outputs:
Facility SOR and Responsibility Matrix Partnership Engagement Plan Community Support Engagement Plan
1.1.1
1.1.2
E1 E10
CRS
16/17
Q4
BN
Final
1.1.3
E1, E7
CPGI
16/17
Q4
BN
Final
1.2
Identify and action ways to embed a strong and competent Human Resources capability at the community level (corps, squadron, and patrol).
Some corps, squadrons, and patrols do not have a full establishment of trained and qualified CIC Officers, Canadian Rangers (CR) and / or COATS members. Ensure that each and every unit has the required trained staff to support a vibrant corps, squadron, and patrol. Supporting Information Task End State E1, E5, E7, E8, E9 Ref CIC MES CMP, CIC OSP Phase Timeline Completion FY 17/18 Quarter Q1 Mechanism BN Reporting Authority Frequency
Outputs:
Updated Job Bases Structure (JBS) (COATS) Human Resources (HR) Management Plan (community-level establishments) Volunteerism and Augmentation Study and Report
1.2.1
1.2.2
E5
VCDS GR
17/18
Q1
BN
1.2.3
E1, E7, E8
CRS
17/18
Q1
Report
DGRC
Final
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3.5
Implement a Human Resource framework which supports all types of service to the organizations and focuses on a minimal burden to part-time employment.
Working with youth in the context of the DND / CAF is unique and requires a special, but relative, Human Resource framework that is adaptable to the needs of the Cadet and JCR Programs. Review and modernize COATS Human Resource policies and directives to improve Human Resources management to support the Cadet and JCR Programs. Supporting Information Task End State Ref Phase 3 Timeline Completion FY 17/18 Quarter Q3 Mechanism Progress Brief Reporting Authority Frequency
Outputs:
3.5.1
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Execution
The plan provides the roadmap for moving forward and will be executed through consultation, collaboration and cooperation with stakeholders. In conjunction with renewal, senior program leadership will find ways to reinvest resources for the benefit of community-level programming at the corps, squadrons, and patrols. Generally, the make-up of these WGs will include members from all levels of the Cadet and JCR Programs and when appropriate, will include external stakeholders (DND, CAF, Leagues, Adult Committees, Cadets and JCRs, Parent Committees and other vested stakeholders). Consensus of 100% of staff and / or working groups on recommendations being staffed to D Cdts & JCR is desirable. If consensus is not achieved but the majority have agreed, any dissenting opinions / concerns and the number of persons agreeing or dissenting will be noted in the documentation for senior program leadership consideration.
Managing Resources
In order to manage the improvement process and achieve the goals, DCdts&JCR has been tasked to lead the organization to address the alignment of priorities and identify ways and means to reassign resources (personnel and financial) to ensure a capacity for improvement is built into the current funding envelope and is affordable. It is recognized that there will be impacts on the normal course of business as a result of renewal. To support renewal activities, Chief Reserves and Cadets (CRes&Cdts), on behalf of VCDS will oversee all new funding requirements, initiatives, and hiring of new personnel to ensure the strategic benefit and fair allocation of resources.
Staff Functions
Some tasks may not require WG input. These tasks will be assigned to an appropriate staff member within the chain of command to action.
Project Management
The primary method to complete tasks will be through the use of cross-functional working groups and small teams. Some tasks will be completed through regional and/or national staff. In addition, overall coordination, support, and leadership for execution of the Renewal Plan will be assigned to a dedicated renewal coordination cell.
> build momentum and move the organization forward > execute overall project coordination and management; > assign organizational resources; > serve as a central point of contact; > manage communication activities; > measure, monitor and report progress; > communicate successes; > manage project documentation; and > identify further opportunities for the programs to invest
in themselves. through change;
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Renewal Communications
Communication about renewal is one of the most important tasks within the project. The Renewal Coordination Cell will provide timely and accurate information in a variety of ways to meet the varying needs of stakeholders. In addition, this communication will be a two-way dialogue to ensure that team members also receive feedback. The following key tools will be used to help keep everyone informed and to encourage continued involvement in the renewal process:
> C Res & Cdts and DGRC; > Navy League of Canada, Army Cadet League of Canada > Region Commanders (Reg Cdrs), RCSU COs and > D Cdts & JCR; > Cadets and JCRs; > COATS, CR, Regular Force (Reg F), Civilian Instructors > Parents, Civic Leaders, Adult Committees, and Local > Other DND/ CAF agencies.
Monitoring and Reporting
The Renewal Plan presents a multi-year map for achieving the goals. It shows how accomplishments at each level will add-up to the next level and ultimately toward the completion of the goals. This structure also enables the organization to measure progress on a regular basis and to track successes over the long-term. Table 4 provides a summary of reporting requirements. Sponsors; and CRPG COs; and Air Cadet League of Canada;
> communication approach; > pamphlets and publications; > Cadet and JCR Renewal Intranet site; and > townhalls and stakeholder briefings.
Engagement will be coordinated with the following groups / individuals:
> Minister of National Defence (MND), Deputy Minister > Commanders of the Royal Canadian Navy, Canadian
(DM), CDS and VCDS; Army and Royal Canadian Air Force (Comd RCN, Comd CA, Comd RCAF);
Bi-Annually
Quarterly
D Cdts & JCR 7 D Cdts & JCR 7 WG OPIs D Cdts & JCR D Cdts & JCR 7
Monthly
Quarterly
Quarterly
22
1.1.1
CPGI
E1, E7
1.1.2
CRS
E1, E5, E6, E7, E8,E9 E1, E4, E5, E7, E8, E9
1.1.3 1.2
JCR PPG
Identify and action ways to embed a strong and competent Human Resources capability at the community level (corps, sqn, and patrol) CIC MES CMP / CIC Training Organization Strategic Plan (CIC Trg Org SP) VCDS GR
1.2.1
1.2.2
Develop a plan to have a full complement of part-time COATS / Canadian Ranger members at each corps, squadron, patrol Complete a review of volunteerism within Cadet and JCR Programs and apply the outcomes of that review to optimize opportunities for volunteers to augment the unit leadership where it will positively impact on program delivery
HR Management Plan (community-level establishments) Volunteerism and Augmentation Study and Report
1.2.3
CRS
E1, E7, E8
1.3
Identify and implement a minimum acceptable risk level which ensures that the conduct of Cadet and JCR Programs is safe, legal, and the activities are challenging / fun Develop a risk management matrix for the Cadet and JCR Programs. Clearly define risk for each activity vs. lumping into common risk group Risk Matrix/Strategy VCDS GR E2, E3, E5, E7, E8
Build adult leader and volunteer capacity to support the Cadet and JCR Programs Develop and deploy an at-risk youth education and training package for all adult program leaders and volunteers Develop a plan to increase the number of part-time COATS members at select urban corps and squadrons to support youth at risk Develop a plan to increase the number of paid days for part-time COATS members at select rural corps and squadrons to support youth at risk GAP Package, Qualification Standard (QS), Training Plan (TP), IG HR Management Plan (community-level establishments) HR Management Plan (community-level establishments) Minister of National Defence (MND) MND E1, E2, E3, E5, E9 E1, E2, E3, E4, E5, E7, E9 E1, E2, E3, E4, E5, E7, E9
1.4.2
1.4.3
MND
23
1.5
Enhance public awareness, outreach, and partnerships for the Cadet and JCR Programs to attract a larger number of Canadian youth Develop a public awareness strategy for the Cadet and JCR Programs at the local, regional, provincial / territorial and national levels Develop an outreach program that identifies specific youth demographics and geographic areas that would benefit from the Cadet and JCR Programs Develop partnerships with OGDs, NGOs, and private sector supporters Outreach Strategy MND E1, E4, E5, E9
1.5.1
1.5.2
Outreach Strategy
MND
1.5.3 1.6
Outreach Strategy
MND
Develop and implement a consistent message on renewal while building communications capacity in the Cadet and JCR Programs Outline a PA communication strategy that focuses efforts on the unique aspects of the Cadet and JCR Programs to help publicize the programs, attract participants and bolster support Define balance between local, regional and national Public affairs direction. Develop common tools for local use within a national Public Affairs strategy Develop a Renewal Plan communications strategy
1.6.1
POR
E1, E6, E8, E9 E1, E6, E8, E9 E1, E6, E8, E10
Emphasize the five key program principles as the main drivers to deliver a quality program which develops, excites and engages Canadian youth with a balance of activities throughout the year, in their communities, and through advanced training. 2.1 2.1.1 Build in to the programs the means for youth to get actively involved in leading at multiple levels Increase the level of youth engagement in the delivery of the Cadet and JCR Programs (especially those of more seniority / age) Youth Voice Plan CPGI / POR E2, E3
2.1.2
Monitor Cadet and JCR Programs population demographics Youth Demographics data to define how changes in demographics will inform Integration Plan decision making
CPGI
E2, E3
2.2 2.2.1
Develop and deliver quality programs which develops, excites and engages Canadian youth with a balance of activities and participation expectations Utilise the five key program principles as drivers to deliver quality programs Alleviate the time commitment pressure facing cadets, particularly senior cadets Increase the Cadet Programs flexibility and balance the level of participation intensity and expectations at the local level Improve the CAF familiarization experience for all cadets Create a welcoming, dynamic and fun corps, squadron, and patrol environment Outline a Rewards and Recognition Strategy that incorporates youth input Rationalize the Cadet uniform (inclusive of rewards, recognition, and badging) Promulgate a Quality Performance Matrix Update Policy and QSP (Attendance / Program Flexibility) Update Policy and QSP (Attendance / Program Flexibility) CDS Direction on CAF Familiarization support to Cadets and JCRs and Update QSP / IG Electronic Tool Box of Related Tips and Tricks Rewards and Recognition Strategy Uniform Modernization Report VCDS GR E2
2.2.2
YAP
E2, E3, E8
2.2.3
YAP
E2, E3, E8
2.2.4
CPU
E2, E3, E9
24
Reduce and align overheads in command, control, administration and support to ensure the maximum investment of resources are dedicated to the development of youth. 3.1 3.1.1 3.1.2 3.2 3.2.1 3.2.2 3.2.3 3.2.4 Optimize the governance structure for the Cadet and JCR Programs Review current governance and align to CAF requirements Outline the governance responsibilities for varying levels of the organization and partnership interface Cadet and JCR Governance Service Level Governance Charters CRS CRS E1 E10 E1 E10
Optimize the Command and Control and support structure processes of the programs Review current organizations (D Cdts & JCR, RCSU and related CRPG) Review current organizational processes Outline key processes that best supports community-level programs Identify an organizational structure that best supports community-level programs Review and update the study completed on the CIC Trg Org (RCIS and D Cdts) as part of the broader D Cdts & RCSU organizational review Organizational Review Existing Key Processes Key Processes Proposal Organizational Structure Proposal Organizational Structure Proposal CRS CRS CRS CRS E1, E5, E6, E7, E8, E9 E1, E5, E6, E7, E8, E9 E1 E10 E1 E10 E5, E6, E7, E8, E9
Optimize organizational partnerships through clear and supportive structures and agreements Develop an enhanced Management Team approach to program delivery and input at the national, regional, and local levels with the aim of reinforcing the key priorities Review and update the MOU with the Cadet Leagues Management Committees Updated League / DND MOU VCDS GR CRS E1 E10 E1 E10
Streamline and implement policy, administrative, and support procedures that ensures a minimum burden is placed on the corps, squadron and patrols Ensure that overhead costs related to the Cadet and JCR Programs are minimized Complete a comprehensive review and update of key DND/CAF rules, policies and procedures (Queens Regulations and Orders (QR&Os), and Defence Administrative Orders and Directives (DAODs)) Complete a comprehensive review and update of Cadet Program rules, policies and procedures (Cadet Administration and Training Orders (CATOs), CIC Training Instructions (CICTIs), SoPs, Region Orders) Reduce administration and bureaucracy for the corps and squadron Ensure that policies and administration process continue to be the most effective and appropriate procedures to support the delivery of the JCR Program Align electronic management tools (Fortress), CAF enterprise, etc. Identify an effective and efficient CAF interface / alignment of Base support for the Cadet Program Decision Brief Org Structure CRS E5, E6, E7, E8, E9, E10
3.4.2
Administrative Review
CRS
3.4.3
Administrative Review
CRS
E7, E8
3.4.4
Administrative Review
CRS
E7, E8 E2, E3, E7, E8, E9, E10 E7, E8, E9, E10 E6, E7, E8, E9, E10
3.4.5
Administrative Review
CRS
VCDS GR Renewal
Implement a Human Resource framework which supports all types of service to the organizations and focuses on a minimal burden to part-time employment Review and modernize COATS Human Resource (HR) policies and directives Updated COATS HR Policy and Directives CIC MES CMP E5, E6, E7, E8, E9, E10
25
Consolidate and align the major program initiatives, influences, and reports to deliver a more effective program execution. 4.1 4.1.1 Implement planned changes to training programs and initiatives Implement planned changes to the Cadet training program Refine the Cadet Development model and further develop an Integrated Training System approach (modeled on Canadian Forces Individual Training and Education system (CFITES)) Evaluate and validate Cadet Program training and make relevant improvements (continuous improvement) Implement the planned JCR Program training Refine the JCR Development model and further develop an Integrated Training System approach (modelled on CFITES) Evaluate and validate the JCR Training Program and make relevant improvements (continuous improvement) Implement planned changes to the CIC Training Program to support the delivery of the Cadet and JCR Programs (IAW CFITES) Evaluate and validate the CIC Training Program and make relevant improvements (continuous improvement) Close-out the major Cadet and JCR Programs initiatives Close-out Cadet Program Update (CPU) and identify and migrate lesson learned, best practices, and tasks for continued action Close-out Cadet Program Growth Initiative (CPGI) and identify and migrate lesson learned, best practices, and tasks for continued action Close-out Briefing Note CPU, VCDS GR E2, E3, E8 Cadet Training Program Implementation Guidance Updated Cadet Training and Development Model Complete and Update CP Evaluation and Validation Plans JCR Training Program Implementation Guidance Updated JCR Training and Development Model Create a JCR Evaluation and Validation Plan CIC Training Program Implementation Guidance Complete and Update CIC Evaluation and Validation Plans CPU E2, E3, E4, E7, E9
4.1.1.1
Renewal
E2, E3, E9
CPU JCR PPG Renewal CRS CIC MES CMP, CIC Trg Org SP CIC MES CMP
E2, E3, E8 E2, E3, E4, E7, E9 E2, E3, E8 E2, E3, E8 E2, E3, E4, E7, E9 E2, E3, E4, E7, E9
4.1.3
4.2.2
VCDS GR
Close out CIC Military Employment Change Management Project (MES CMP) and identify and migrate lesson learned, Close-out Briefing Note best practices, and tasks for continued action Close-out Ministerial Directives Publicly acknowledge efforts and accomplishments Grow the Cadet and JCR Programs Identify the maximum and sustainable number of youth that could be engaged in the Cadet and JCR Programs Identify communities or youth that would benefit from participation in the Cadet and JCR Programs Grow the Cadet Program to 70,000 cadets Actively engage communities to potentially open new corps, squadrons, and patrols Conduct an active liaison and education program with Leagues / CRPGs where there is a potential for program overlap Rationalize Cadet and JCR membership requirements to address entry based on age or school grade Grow the JCR Program to 153 Patrols Program Sustainability Plan Program Sustainability Plan CP Population Growth Plan Program Sustainability Plan Close-out Briefing Note Renewal Communications Plan
MND, VCDS GR MND, VCDS GR MND, CPGI, VCDS GR, SID MND, VCDS GR
E2, E3, E4, E5, E8, E9 E2, E4, E9 E2, E4, E9 E2, E4, E9
4.3.5
Renewal
E1, E4, E9
4.3.6 4.3.7
26
Identify the key program components and develop a related funding model. 5.1 Identify and promulgate effective program Support Models that ensure a majority of resources are geared toward the delivery of community-based programming Maximize the training benefits to the greatest proportion of the cadet population and promulgate this optimal level through a fixed proportion of the overall Cadet Program budget Identify the optimal level of resources and funding allocated to support the corps and squadron component of the Cadet Program Identify an optimal level of resources and funding allocated to the basic, intermediate and advanced level courses within the Cadet Summer Training Centre (CSTC) program Identify the optimal level of resources and funding that should be allocated toward discretionary RDA activities of the Cadet Program Identify the optimal level of resources and funding that should be allocated toward NDA and Non-discretionary RDA activities of the Cadet Program Identify and consider areas, components or opportunities for Alternative Service Delivery Develop policy to allocate funds to support transportation of cadets to and from corps and squadrons on regular parade nights or days Maximize the training benefits to the greatest proportion of the JCR population and promulgate this optimal level through a fixed proportion of the JCR budget Confirm the JCR expenditures that are currently directed toward community programming and identify the most effective and appropriate level of resources and funding allocated. This level shall be promulgated through a fixed proportion of the overall JCR budget
5.1.1
CRS
5.1.1.1
CRS
E1 E10
5.1.1.2
CRS
E1 E10
5.1.1.3
CRS
E1 E10
5.1.1.4
CRS
E1 E10
5.1.1.5
CRS
E1 E10
5.1.1.6
MND
E1 E10
5.1.2
5.1.2.1
E1 E10
5.1.2.2
Conduct a review of Enhanced Training Session (ETS) programming, and apply the outcomes of that review to JCR Program Support Model optimize participation of JCRs in enhanced training while maintaining flexibility to address the unique program needs Continue to incorporate the required flexibility in the JCR funding model related to conducting business in remote and isolated communities, ensuring that funding is better aligned to needs across diverse communities Identify and consider areas/components or opportunities for Alternative Service Delivery Identify risks and manage GoC/DND resources Manage planned reinvestments to support GoC initiatives Mitigate department funding impacts on Cadet and JCR Programs Impact Assessment Impact Mitigation Strategy
E1 E10
5.1.2.3
E1 E10
CRS
E1 E10
SR SR
27
Ensure that clear alignments are established and documented with GoC / DND / CAF priorities, strategies and missions. 6.1 6.1.1 6.1.2 Support GoC and DND strategies, priorities, and policies Adhere and be more closely aligned with relevant GoC legislation and regulations Be responsive to relevant shifts in GoC strategies, priorities and policies Update the current PAA and capitalize on the opportunity to better align Cadet and JCR Programs with DND / CAF strategic level policy Identify and resolve any shortcomings in linkages of the Cadet and JCR Programs to the GoC and DND / CAF policy Implement a cyclical Program Guidance process Issue VCDS Strategic Intent for the programs through a Commanders Intent document (Strategic Guidance) Operationalize VCDS Guidance on Renewal through C Res & Cdts (D Cdts and JCR) Campaign Plan Revise Business Planning process to meet the organizational structure Implement Program Guidance Documentation Implement Program Guidance Documentation Implement Program Guidance Documentation VCDS GR E1, E2, E3, E4, E5, E6, E7, E8, E9, E10 E1, E2, E3, E4, E5, E6, E7, E8, E9, E10 E1, E2, E3, E4, E5, E6, E7, E8, E9, E10 Strategic Policy Alignment Strategic Policy Alignment CRS / VCDS GR CRS / VCDS GR CRS / VCDS GR / PAA CRS / VCDS GR / PAA E9, E10 E9, E10
6.1.3
E9, E10
E9, E10
6.2.2
VCDS GR
6.2.3
VCDS GR
28
Acronym / Abbreviation ED ETS FY GoC HR IG JBS JCR JCR PPG Min Dir MND MoU NCC OPI PA PAA POR P Res QR&O QS QSP RCSU RCIS Reg Comd Reg F SID SOR SR TP VCDS VCDS GR WG YAP
Term Executive Director Enhanced Training Session Fiscal Year Government of Canada Human Resources Instructional Guide Job Based Structure Junior Canadian Rangers Junior Canadian Rangers Program Planning Guidance Ministerial Directives Minister of National Defence Memorandum of Understanding National Cadet Council Office of Primary Interest Public Affairs Program Activity Architecture Public Opinion Research Primary Reserve Queens Regulations and Orders Qualification Standard Qualification Standard and Plan Regional Cadet Support Unit Regional Cadet Instructor School Region Commander Regular Force Strategic Initiating Directive Statement of Requirement Strategic Review Training Plan Vice Chief of the Defence Staff VCDS Guidance for Renewal of the CF Funded Youth Program Working Group Youth Advisory Panel
30