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RENEWAL

OF THE CADET AND JUNIOR CANADIAN RANGERS PROGR AMS

MA

PP I NG

TH E

FU TU R

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

Moving Towards Renewal


05 Impetus for Renewal 06 Key Program Principles 07 Program Benefits

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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

21

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

Message from the Canadian Armed Forces Command Team


The Canadian Forces Chief Warrant Officer and I extend our sincerest appreciation to each of you for the dedication and passion you have demonstrated in developing and delivering our Cadet an Junior Canadian Ranger (JCR) Programs. From National Defence Headquarters staff to those who work in direct support of Cadet and JCRs; from our community-based partners to those who serve in the Cadet Leagues, the level of commitment to the success of the these Programs is unwavering. The Cadet and JCR programs are world class youth engagement programs based upon solid fundamentals and a proud and valued legacy. Throughout their histories, they have contributed greatly to the personal growth and development of young Canadians from all walks of life. As we look to the future, together we will ensure the Cadet and JCR Programs continue to be accessible to all Canadians from the ages of 12 to 18 years, and that these programs will remain underpinned by our finest military values and ethics. As the Department of National Defence and Canadian Armed Forces embark on a larger program of Defence Renewal to improve how we meet Canadas defence needs with a particular focus on better resource stewardship, business efficiency and improved operational sustainability, the Cadet and JCR program renewal will be part of this process and we will also improve the scope, delivery and sustainability of the Cadet and JCR programs. Thanks to our rich operational experience, world class training, and an ambitious capital acquisition program, we are consolidating from a position of strength. We are undertaking this renewal process to improve how we meet Canadas defence needs, with a particular focus on better resource stewardship, business efficiency and improved operational sustainability. Accordingly, as a part of this process we will also improve the scope, delivery and sustainability of the Cadet and JCR Programs. This Renewal Plan for the Cadet and JCR Programs provides clear goals and an agenda for change. These changes will take time, but it is these first steps that will lay the ground work for what will come in time. This process of renewal will receive the attention and support it deserves from all of us who have a role to play in guaranteeing these programs continue to teach our youth valuable life and social skills such as teamwork, discipline, respect and leadership, while also instilling in them an appreciation for health and fitness. Our civilian and League partners will stand together with us to help us shape the future of the Cadet and JCR Programs. Our collective efforts now will deliver a meaningful and sustainable program for many years to come, benefitting future generations of participants and Canada as a nation.

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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Renewal of the Cadet and JCR Programs

Mapping the Future

Message from the Cadet Leagues


The national Cadet Program for youth has been a unique activity in Canada for over 100 years.In delivering this world class community-based program, the partnership between the Navy, Army and Air Cadet Leagues with the Canadian Armed Forces remains a critical element. To ensure the continued relevance, flexibility, and health of the Cadet Programs, the Cadet Leagues support the concept of renewal and the intent outlined within the Renewal Plan. The Cadet Leagues continue to enthusiastically recognize the success and critical importance of our partnership with the Canadian Armed Forces. We share the desire to find new and innovative ways to jointly improve the delivery of our community based programs throughout Canada. Only through an open mutually supportive partnership can we hope to attract, engage and retain Canadas youth within the current program thereby fulfilling our ultimate goal of ensuring their successful transition into the leaders and engaged citizens of tomorrow.

R. Buck, President Navy League of Canada

W. Foster, President Army Cadet League of Canada

T. White, President Air Cadet League of Canada

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Foreword by Chief Reserves and Cadets


In the course of my duties I have had the privilege of visiting with Cadets and Junior Canadian Rangers across this country and I am always impressed by these confident, enthusiastic, and interesting young Canadians and the impact of this program. I am also encouraged by the creativity and ingenuity emerging at all levels to find more exciting and innovative ways to achieve our collective mission and increase the number of participants in both programs so that more young Canadians, their families and communities, can benefit from the challenging and rewarding personal growth and development opportunities the programs have to offer. Cadet and JCR renewal presents a unique opportunity to confirm what is working well, while also addressing areas for improvement, including program delivery. The Renewal Plan, and the framework within it, provides the direction to effectively align processes and efficiently manage resources to reinvest in the delivery of improved Cadet and JCR Programs. Renewal will involve change and that can be seen as a challenge. As we move forward with the process, we require not only hard work, collaboration, and cooperation, but a sustained, team effort over a number of years. To ease the process and allow for shorter term goals and successes, our renewal is divided into three phases over a five-year period. Phase 1 will focus on updating governance, command and control, support models, staff capacity, outreach and communication capacities. In Phase 2, training delivery, administration and support frameworks will be enhanced. In Phase 3, community support, streamlining of our administrative processes, and strengthening human resource capacity at the community level will be enhanced. The Renewal Plan will involve the combined efforts of all who support the Cadet and JCR Programs and we all have an important role to play and a common goal to achieve. I welcome the willingness of the Cadet Leagues to journey with us down this path and I know that communication and engagement with our partners across the programs will be critical throughout the renewal effort. Renewal of and reinvestment in the Cadet and JCR Programs will lead to more relevant, effective and efficient programs that are more appealing, challenging and rewarding to Cadets and JCRs. A goal we share, and one that I am confident we will achieve together.
Rear-Admiral J.J. Bennett Chief Reserves and Cadets

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Renewal of the Cadet and JCR Programs

Mapping the Future

Moving Towards Renewal


Background
The Cadet and JCR Programs are the largest federallysponsored youth programs in Canada and consist of the Royal Canadian Sea Cadets, Royal Canadian Army Cadets and Royal Canadian Air Cadets and Junior Canadian Rangers. These national programs for young Canadians have well established missions and visions and contribute significantly to the development of more than 52,000 cadets and close to 4,000 JCRs involved in the world-class youth development programs. Under the control and supervision of the DND, the programs receive outstanding support from the CAF by way of personnel, logistics and administrative assistance. At the community level, program delivery primarily occurs through the direct supervision of Canadian Rangers (CR) and Cadet Organizations Administration and Training Service (COATS) members. The Navy League of Canada, Army Cadet League of Canada and Air Cadet League of Canada and other community-based organizations are critical partners in the delivery of the programs. These networks of communitybased partners ensure the youth programs are well supported by local fundraising initiatives, facilities and the attraction of youth, adult staff and volunteers. These partnerships and established areas of responsibility help enable the delivery of year-round training and activities at the local, regional and national levels.

Impetus for Renewal


Key stakeholders of the Cadet and JCR Programs continually seek out opportunities for improvement. Public opinion research, cyclical evaluation, audits by internal and external organizations and regular dialogue with trainers, community partners, Leagues, cadets and parents all provide valuable sources of information to gauge the effectiveness and efficiency of the programs. In the past 18 months a body of

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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

> Instil Canadian Military Values. The development

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;

> Develop Citizenship, Leadership, and Fitness. The

> Balance Safety and Challenge. Youth and their parents

> Leave a Positive Lifelong Impact. Whether youth stay

Key Program Principles


Cadet and JCR Programs have operated successfully for years under individualized principles encapsulated by unique missions and visions. Today, renewal seeks to better harmonize and streamline the administration and support to corps, squadrons and patrols. The introduction of a new overarching set of key program principles provides a cohesive doctrine that serves as our foundation to govern programming decisions and actions throughout the renewal process. These guiding principles have been established as follows:

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Renewal of the Cadet and JCR Programs

Mapping the Future

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

> Provide more practical clothing for cadets, in the


and the CAF.

> 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:

Figure 1 Renewal Framework

Effective and Efficient Cadet and Junior Canadian Ranger Programs Aligned Canadian Armed Forces Structure Goal 1:
Deliver a Quality Communitylevel Youth Program

Emphasise the Five Key Program Principles

Reduce and Align Program Overhead

Consolidate and Align Program Initiatives

Identify Key Program Components and Develop a Funding Model

Provides Positive Lifelong Impact

Balances Safety and Challenge

Instils Canadian Military Values

Invites All Canadian Youth

Goal 2:

Goal 3:

Develops Citizenship, Leadership and Fitness

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 of the Cadet and JCR Programs

Mapping the Future

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.

Desired End State


The next Chief Review Services (CRS) evaluation for the Cadet and JCR Programs is anticipated in the 2017/2018 timeframe. It is expected that prior to this evaluation, the programs will have realized an end-state with the following attributes: E1 Is well supported by a network of volunteers, parents, community partners, sponsors, and Leagues.

>

>

>

> E3> > E5> >

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.

>

>

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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>

>

>

>

Investing in the Programs


To meet the renewal goals and ensure a long-term commitment to Canadian youth, efforts that support an improved program will be realized through the reinvestment of resources (personnel and financial) from within the current funding envelope. This will ensure that a capacity for improvement is built into a new program support model in order to achieve the desired end states that follow.

>

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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.

Figure 2 Phase Overview

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

Phases and Sequencing


When grouped and sequenced logically, the outputs outlined within the Action Plan are inclusive of tasks which span over multiple goals. In order to account for these complexities, the plan calls for the use of a phased approach for implementation. Within each phase, objectives have been logically grouped based on priorities and dependencies. A comprehensive review has been planned between each phase to align the plan and re-confirm the way forward. The focus of each phase has been summarized in Figure 2.

> Training Programs > Program Growth > Manage Resources

Phase 3
> Administration > Community Support > Human Resources
and Support

> Coats Policy > Program Growth > Manage Resources

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Renewal of the Cadet and JCR Programs

Mapping the Future

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.

Figure 3 Sequenced Objectives


FY 13/14
Phase 1

FY 14/15
Phase 2

FY 15/16

FY 16/17
Phase 3

FY 17/18

3.1 Governance

3.2 Command & Control Structure

3.4 Streamline Administration and Support Procedures

1.3 Risk Matrix

6.2 Program Guidance Documentation

1.1 Expand Community Support

5.1 Program Support Model

2.2 Exciting and Engaging Programming

1.2 Bolster Local Human Resources

4.2 Close-out Initiatives

2.1 Youth Lead Youth

3.5 COATS Policy

1.4 Staff Capacity

3.3 Delivery Structure

1.5 Outreach

6.1 Support GoC/DND Direction

1.6 Communications

4.1 Implement the Programs (Cadet/JCR/CIC)

4.3 Grow the Cadet and JCR Programs

5.2 Manage Resource Impacts

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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.

Table 1 Renewal Phase 1


Objective: Background: 3.1 Optimize the governance structure for the Cadet and JCR Programs.

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

3.2.1 3.2.2 3.2.3 3.2.4 3.2.5

Decision Brief Key Process DGRC Courses of Action (COA) Progress Brief Decision Brief Organizational Structure DGRC VCDS

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Renewal of the Cadet and JCR Programs

Mapping the Future

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

VCDS Guidance 1 for Renewal (VCDS GR)

13/14

Q4

Briefing Note (BN)

VCDS

Final

Objective: Background: Intent:

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:

Cadet Program Support Model

5.1.1

JCR Program Support Model

5.1.2

CRS, JCR Programme 1 Planning Guidance (PPG)

14/15

Q1

BN

VCDS

Final

Objective: Background:

4.2

Close-out major Cadet and JCR Programs initiatives.

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:

Close-out Briefing Note

E2, E3, E4, CPU, VCDS 1 E5, E6, E7, GR E8, E9, E10 E8, E9, E10 New 1

14/15

Q1

BN

D Cdts & JCR Final

Renewal Communications Plan

14/15

Q2

Public Affairs (PA) Approach, DGRC Communications Plan

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

D Cdts & JCR Final

1.4.2 1.4.3

14/15

Q1

BN

D Cdts & JCR Final

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

1.5.1 1.5.2 1.5.3

D Cdts & JCR Final

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:

Public Affairs Strategy

14/15

Q1

DGRC

Final

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Renewal of the Cadet and JCR Programs

Mapping the Future

Objective: Background:

4.3

Grow the Cadet and JCR Programs.

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:

Program Sustainability Plan

E2, E3, E4, E5, E8, E9

14/15

Q1

BN

VCDS

Final

Cadet Program (CP) Population Growth Plan JCR Patrol Growth Plan

E2, E4, E9 E2, E4, E9

1 1

14/15 14/15

Q1 Q1

BN BN

DGRC DGRC

Final Final

Objective: Background: Intent:

5.2

Identify risks and manage GoC / DND resources.

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

D Cdts & JCR Monthly

Impact Mitigation Strategy

5.2.2

E9, E10

SR, Deficit Reduction 1 Action Plan (DRAP)

14/15

Q1

Progress Brief

D Cdts & JCR Monthly

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.

15

Phase 2
Phase 2 focuses on administration and support, program guidance, policy alignment the training programs, program growth, and managing resources (Table 2).

Table 2 Renewal Phase 2


Objective: Background: Intent: 3.4 Streamline and implement policy, administrative, and support procedures that ensure a minimum burden is placed the corps, squadron, and patrol.

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:

Decision Brief Organizational Structure

3.4.1 3.4.2 3.4.3 3.4.4 3.4.5 3.4.6 3.4.7

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

Objective: Background: Intent:

6.2

Implement a cyclical Program Guidance process.

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:

Implement Program Guidance Documentation

6.2.1 6.2.2 6.2.3

D Cdts & JCR Final

16

Renewal of the Cadet and JCR Programs

Mapping the Future

Objective: Background: Intent:

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:

2.2.1 2.2.2 2.2.3 2.2.4

D Cdts & JCR Final

E2, E3, E8

Youth Advisory 2 Panel (YAP), CPU CPU 2

15/16

Q4

BN, Policy Document, QSP, IG

D Cdts & JCR Final

2.2.4

E2, E3, E9

15/16

Q4

Letter

CDS

Final

2.2.5 2.2.6 2.2.7

E2, E3 E2, E3, E7 E2, E3, E7

YAP Renewal YAP

2 2 2

15/16 15/16 15/16

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

D Cdts & JCR Final

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:

Management Committees Updated Leagues / DND MoU

3.3.1 3.3.2

17

Objective: Background:

6.1

Support GoC and DND strategies, priorities, and policies.

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:

Strategic Policy Alignment

E9, E10

CRS, VCDS GR, Program 2 Activity Architecture (PAA)

15/16

Q4

PAA

VCDS

Final

Objective: Background: Intent:

4.1

Implement planned changes to training programs and initiatives.

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

D Cdts & JCR Final

4.1.2

E2, E3, E4, E7, E8, E9

JCR PPG

14/15

Q2

BN, Plans

D Cdts & JCR Final

4.1.3

E2, E3, E4, E7, E8, E9

CIC MES CMP, CIC Occ. Spec. (CIC OS)

14/15

Q2

BN, Plans

D Cdts & JCR Final

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.

18

Renewal of the Cadet and JCR Programs

Mapping the Future

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.

Table 3 Renewal Phase 3


Objective: Background: Intent: 1.1 Expand community support for the Cadet and JCR Programs at the local level (Leagues, community-led with DND partnership and support) with tools and a strong partnership.

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

Objective: Background: Intent:

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

D Cdts & JCR Final

1.2.2

E5

VCDS GR

17/18

Q1

BN

D Cdts & JCR Final

1.2.3

E1, E7, E8

CRS

17/18

Q1

Report

DGRC

Final

19

Objective: Background: Intent:

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:

Updated COATS HR Policy and Directives

3.5.1

E5, E6, E7, CIC MES E8, E9, E10 CMP

D Cdts & JCR Bi-Weekly

20

Renewal of the Cadet and JCR Programs

Mapping the Future

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.

Renewal Coordination Cell


The mandate of the Cell is to lead the CAF in alignment and structuring of the Cadet and JCR Programs so that they are delivered effectively and efficiently within communities. The Cell will provide a central point of leadership, coordination and oversight in implementing our long-term vision. The Cell is responsible to:

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;

Cross-functional Working Groups


Cross-functional Working Groups (WG) will be self-directed teams lead by an appointed Office of Primary Interest (OPI) and comprised of the right balance of members with the necessary expertise, representing different parts of an organization, to work toward the achievement of a common task.

21

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;

(CIs), Primary Reserve (P Res) and Public Service staff;

> 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);

Table 4 Reporting Requirements


Reporting C Res & Cdts DGRC C Res & Cdts DGRC D Cdts & JCR D Cdts & JCR D Cdts & JCR 7 Target Audience VCDS National Cadet Council Membership C Res & Cdts DGRC D Cdts & JCR D / D Cdts & JCR Renewal Steering Committee RCSU and CRPG COs, League Executive Directors, and Canadian Rangers National Authority (CRNA) Purpose Varies by situation. Inform senior program stakeholders of progress towards milestones, activities, and deliverables and highlight key issues affecting the initiative. Inform senior Renewal sponsors of progress towards milestones, activities, and deliverables and highlight key issues affecting the initiative. Inform Director of progress overall, highlight key issues affecting the initiative and inform of decisions on corrections and adjustments. Review overall progress and obtain information to help decide on corrections and adjustments. Inform senior program leaders of the overall progress towards milestones, activities, and deliverables and highlight key issues affecting the initiative. Frequency As directed.

Bi-Annually

Quarterly

D Cdts & JCR 7 D Cdts & JCR 7 WG OPIs D Cdts & JCR D Cdts & JCR 7

Monthly

Quarterly

Quarterly

22

Renewal of the Cadet and JCR Programs

Mapping the Future

Annex A Action Plan


Table 5 Objectives and Tasks by Goal
Goals Objectives 1 Outputs References End State Deliver a quality community-level youth program through a strong and competent leadership team, with shared responsibility between the CAF, Communities and Cadet Leagues. 1.1 Expand community support for the Cadet and JCR Programs at the local level (Leagues, community lead with DND partnership and support) with tools and a strong partnership Ensure suitable facilities are available to conduct Cadet and JCR Programs at the community level. Define a Statement of Requirement (SOR) for the local, community-level facility. Clearly define responsibilities WRT facilities (DND vs. League vs. other) Enhance professional, respectful relationships by understanding the roles, mandates and limitations of partners at the community level Build community support for JCR Patrols

1.1.1

Facility SOR and Responsibility Matrix

CPGI

E1, E7

1.1.2

Partnership Engagement Plan Community Support Engagement Plan

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

Review and update the COATS Job based Specification (JBS)

Updated JBS COATS

E1, E5, E7, E8, E9

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

E1, E2, E3, E4, E5, E7, E9

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

1.3.1 1.4 1.4.1

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

E1, E4, E5, E9

1.5.3 1.6

Outreach Strategy

MND

E1, E4, E5, E9

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

Public Affairs Strategy

POR

E1, E6, E8, E9

1.6.2 1.6.3 1.6.4 2

Public Affairs Strategy Public Affairs Strategy Public Affairs Strategy

POR POR Renewal

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

2.2.5 2.2.6 2.2.7

YAP Renewal YAP

E2, E3 E2, E3, E7 E2, E3, E7

24

Renewal of the Cadet and JCR Programs

Mapping the Future

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

3.2.5 3.3 3.3.1 3.3.2 3.4 3.4.1

CRS / RCIS Study

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

E8, E9, E10

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

3.4.6 3.4.7 3.5 3.5.1

Administrative Review CAF Interface

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

4.1.1.2 4.1.2 4.1.2.1 4.1.2.2

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

4.1.3.1 4.2 4.2.1

4.2.2

Close-out Briefing Note

VCDS GR

E2, E4, E5, E8, E9, E10

4.2.3 4.2.4 4.2.5 4.3 4.3.1 4.3.2 4.3.3 4.3.4

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

CIC MES CMP, CIC Trg Org SP CRS Renewal

E5, E6, E8, E9 E7, E8 E5, E6, E8, E9

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

Program Sustainability Plan

Renewal

E1, E4, E9

4.3.6 4.3.7

Program Sustainability Plan JCR Patrol Growth Plan

POR MND, JCR PPG / VCDS GR

E2, E4, E9 E2, E4, E9

26

Renewal of the Cadet and JCR Programs

Mapping the Future

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

Cadet Program Support Model

CRS

E2, E3, E4, E7

5.1.1.1

Cadet Program Support Model

CRS

E1 E10

5.1.1.2

Cadet Program Support Model

CRS

E1 E10

5.1.1.3

Cadet Program Support Model

CRS

E1 E10

5.1.1.4

Cadet Program Support Model

CRS

E1 E10

5.1.1.5

Cadet Program Support Model

CRS

E1 E10

5.1.1.6

Cadet Program Support Model

MND

E1 E10

5.1.2

JCR Program Support Model

CRS, JCR PPG

E2, E3, E4, E7

5.1.2.1

JCR Program Support Model

CRS, JCR PPG

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

CRS, JCR PPG

E1 E10

5.1.2.3

JCR Program Support Model

CRS, JCR PPG

E1 E10

5.1.2.4 5.2 5.2.1 5.2.2

JCR Program Support Model

CRS

E1 E10

SR SR

E9, E10 E9, E10

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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

Strategic Policy Alignment

E9, E10

6.1.4 6.2 6.2.1

Strategic Policy Alignment

E9, E10

6.2.2

VCDS GR

6.2.3

VCDS GR

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Renewal of the Cadet and JCR Programs

Mapping the Future

ANNEX B ACRONYMS AND ABBREVIATIONS


Table 6 Acronyms and Abbreviations
Acronym / Abbreviation ADM(Pol) BN C2 CAF CF CWO CATO CDS CFITES CI CIC CIC MES CMP CIC OSP CIC Trg Org SP CICTI Comd CA Comd RCAF Comd RCN COA COATS CP CPGI CPU C Res & Cdts CR CRPG CRS DAOD D Cdts & JCR DM DGRC DND DRAP Term Assistant Deputy Minister (Policy) Briefing Note Command and Control Canadian Armed Forces Canadian Forces Chief Warrant Officer Cadet Administrative and Training Order Chief of the Defence Staff Canadian Forces Individual Training and Education System Civilian Instructor Cadet Instructors Cadre Cadet Instructors Cadre Change Management Project Cadet Instructors Cadre Occupational Specification Cadet Instructors Cadre Training Organization Strategic Plan Cadet Instructors Cadre Training Instructions Commander Canadian Army Commander Royal Canadian Air Force Commander Royal Canadian Navy Courses of Action Cadet Organizations Administration and Training Service Cadet Program Cadet Population Growth Initiative Cadet Program Update Chief Reserves and Cadets Canadian Ranger Canadian Ranger Patrol Group Chief Review Services Defence Administrative Orders and Directives Director Cadets and Junior Canadian Rangers Deputy Minister of National Defence Director General Reserves and Cadets Department of National Defence Deficit Reduction Action Plan
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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

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