cadet population growth initiative master implementation plan

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Cadet Population Growth Initiative (CPGI)

Master Implementation Plan (MIP)

5 August 2010

Maximizing the Cadet

Programs Potential


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TABLE OF CONTENTS

Section 1 General ___________________________________________________ 1Section 2 Overview of Youth and Cadet Demographics Analysis _____________ 2Section 3 Cadet Population Growth Objectives and Strategies_______________ 3Section 4 Overview of Themes _________________________________________ 5Section 5 Applying, Monitoring, Maintaining and Resourcing the MIP_________ 8Section 6 Conclusion and Contact Information___________________________ 10Annex A: Cadet Population Data and Growth Object ives - Canada

Annex B: Themes, Goals, Object ives, and Tasks

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CADET POPULATION GROWTH INITIATIVE (CPGI)MASTER IMPLEMENTATION PLAN (MIP)19JULY 2010

Section 1 General

1. Background. In the last number of years the Cadet population has declined from58,201 in 2006 to 49,460 in 2010. Early in 2010 the Director General Reserves and Cadets(DGRC) presented all Canadian Cadet Movement (CCM) stakeholders with a challenge to stepup our game in addressing this decline in membership through the announcement of the CadetPopulation Growth Initiative (CPGI). This was intended to mobilize and inspire all CCMstakeholders to address the recent decline in the size of the Cadet population.

2. This initial announcement was followed-up by a Strategic Initiating Directive (SID) issuedby the Vice Chief of Defence Staff (VCDS) on 17 February2010, which outlined national growthtargets and directed key stakeholders to engage in a preliminary analysis of the attraction andretention challenges and possibilities within their area of responsibility. As the Office of PrimaryInterest (OPI), D Cdts & JCR was charged with the responsibility to consolidate all inputs andutilize them in development of a national Master Implementation Plan (MIP).

3. This preliminary analysis was necessary as the issues related to Cadet populationgrowth are complex and cannot be rectified quickly, easily or by relying on conventionalpractices. Preliminary analysis and research efforts have been completed, reviewed andconsolidated in the development of this MIP, which will direct the CCMs efforts over the next sixyears in achieving the aim of the CPGI.

4. Aim. To increase the number of Canadian youth participating in the Cadet Program to70,000 by 2016.

5. General Execution. Over the next six years this initiative will be executed in threephases:

a. Phase One: Stop the current decline of Cadet population at 49,460 by June2011.

b. Phase Two: Grow the Cadet population to 60,000 by June 2013.c. Phase Three: Continue to Grow the Cadet population to 70,000 by June 2016.

6. The tasks contained in this MIP represent a collection of ideas and initiatives drawn fromacross the CCM. As such, some will be more relevant than others, particularly at the corps /squadron level, given local community support, leadership, resources available and otherfactors. This MIP allows corps / squadrons the flexibility to place more emphasis on tasksconsidered to have a high return on the investment of effort and less emphasis on others.Regional Cadet Support Units (RCSUs) are to monitor this and report on progress in detail atnational meetings of D Cdts & JCR senior staff and RCSU COs.

7. This MIP offers a practical, integrated and workable approach to addressing theattraction and retention challenges and capitalizing on the opportunities. The MIP also focusesthe efforts of all CCM stakeholders through a series of concrete and coherent goals, objectivesand tasks. These goals, objectives and tasks relate to ten broad themes that make up thebackbone of this MIP and together are fundamental to mobilize and inspire all CCMstakeholders to work collaboratively towards Maximizing the Cadet Programs Potential.

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Section 2 Overview of Youth and Cadet Demographics Analysis

Cadet Attraction Statistics

8. Between 1 April 2009 and 31 March 2010, 27,645 Canadian youth became members of

the Cadet Program. The top five reasons for joining were as follows:

a. 7,742 (28.0%) joined because of the adventure / opportunities;b. 7,284 (26.3%) joined because of friends;c. 3,634 (13.1%) joined because of other reasons;d. 3,124 (11.3%) joined because of their curiosity; ande. 1,752 (6.3%) joined because of their parents.

9. This reinforces the message that corps / squadrons have been doing a tremendous jobof attracting a significant number of youth to the Cadet Program. Continued attraction effortscoupled with new initiatives are required, particularly at the local community level, to achieve theCPGIs broad growth objectives. Additionally, enhanced efforts to monitor analyze and refine

these attraction statistics are necessary, particularly at the national level, to capitalize on thepotential of this useful information.

Cadet Attrit ion Statistics

10. Between 1 April 2009 and 31 March 2010, 25,477 Canadian youth ceased theirmembership with the Cadet Program. The top five reasons for leaving were as follows:

a. 8,941 (35.1%) loss of interest;b. 6,446 (25.3%) other reasons;c. 2,462 (9.7%) too busy or other activities;d. 1,803 (7.1%) moving; and

e. 1,595 (6.3%) school.

11. This reinforces the message that all CCM stakeholders need to focus on retentioninitiatives to maintain the interest of and make it easier for Cadets to stay involved in the CadetProgram. Additionally, enhanced efforts to monitor, analyze and refine these attrition statisticsare necessary, particularly at the national level, to capitalize on the potential of this usefulinformation.

Cadet and Youth Population Data Tools

12. A series of tools containing various charts and tables providing CCM leaders withpopulation data to help establish regional and local growth objectives and to shape retention

and attraction initiatives have been emailed under a separate cover and is posted onwww.cadets.ca. This reference contains population data for Canada, six Regions and elevenProvinces / Territories / Geographic Jurisdictions and approximately 290 Census Divisions(CD)1. Population data for Canada is provided at Annex A.

1Census divisions (CDs) are intermediate geographic areas between the province / territory level and the municipality (census

subdivision - CSD).

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13. Cadet population data are drawn from Fortress, End-of-Year Reports and ANSTATS.The youth population data are drawn from the 2001 and 2006 Census Canada data with aformula developed internally to project population data for 2011. All data will be updatedannually and will be based on the most current census data available2.

Section 3 Cadet Population Growth Objectives and Strategies

Cadet Population Growth Objectives

14. Regional Cadet population growth objectives are set based on a combination of twomajor factors; both Cadet and youth population trends identified for each region. The Cadetpopulation factor is based on an average of the regions strength trend for the past four yearsand accounts for 75% of the formula used. The youth population factor is based on an averageof the regions 2006 Census and projected 2011 youth population trend and accounts for 25% ofthe formula used. Regions, in collaboration with their respective Leagues, will determine how tofurther sub-divide their portion and which combination of strategies and associated initiatives willbe employed to achieve the following Cadet population growth objectives:

a. Phase 1 (June 2011): Stop the current decline of Cadet population at 49,4603:

(1) Atlantic Region: 8,491 Cadets [4.59% of the regions youth population(RYP)];

(2) Eastern Region: 11,240 Cadets (1.64% of the RYP);(3) Central Region: 15,371 Cadets (1.40% of the RYP);(4) Prairie Region: 7,972 Cadets (1.45% of the RYP);(5) Pacific Region: 5,993 Cadets (1.66% of the RYP); and(6) Northern Region: 393 Cadets (3.26% of the RYP);

b. Phase 2 (June 2013): Grow the Cadet population to 60,000:

(1) Atlantic Region: 9,850 Cadets (5.32% of the RYP);(2) Eastern Region: 14,100 Cadets (2.06% of the RYP);(3) Central Region: 18,700 Cadets (1.70% of the RYP);(4) Prairie Region: 9,750 Cadets (1.77% of the RYP);(5) Pacific Region: 7,150 Cadets (1.98% of the RYP); and(6) Northern Region: 450 Cadets (3.74% of the RYP); and

c. Phase 3 (June 2016): Continue to grow the Cadet population to 70,000:

(1) Atlantic Region: 10,700 Cadets (5.78% of the RYP);(2) Eastern Region: 16,500 Cadets (2.41% of the RYP);(3) Central Region: 22,300 Cadets (2.03% of the RYP);(4) Prairie Region: 11,600 Cadets (2.11% of the RYP);(5) Pacific Region: 8,400 Cadets (2.32% of the RYP); and(6) Northern Region: 500 Cadets (4.15% of the RYP).

2The next Canadian Census of Population is scheduled for 2011.

3Phase 1 Cadet population growth objectives are based on the official Cadet population data for 2009-2010. All Cadet population

growth objectives are presented in terms of both the required number of Cadets and the corresponding percentage of the targetyouth population of each Region.

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Cadet Population Growth Strategies

15. Focus on Struggling Corps / Squadrons: Throughout Phase 1 and 2 and onward it isimportant to focus on shoring up existing corps / squadrons that are struggling to deliver theprogram well and thus have lower numbers of Cadets or are most at risk of losing Cadets.

Improving unit administration and training delivery of these corps / squadrons will place them ina better position to generate and maintain interest in the program in their respectivecommunities and in attracting and retaining Cadets.

16. Focus on the Number of Cadets First then the Number of Corps / Squadrons: Time and effort would best be spent on increasing the number of Cadets per corps / squadron,particularly through Phase 1 and 2, and any focus on the number or location of corps /squadrons should be left until later in Phase 2 and 3 given the lead time it takes to open new orre-position existing corps / squadrons. However, this is not intended to discourage thecontinuance of any current or planned initiatives related to re-positioning or opening corps /squadrons.

17. Retain More Cadets per Corps / Squadron: In focusing on increasing the number ofCadets per corps / squadron, the short-term focus for Phase 1 and 2 needs to be on retentioninitiatives that would expand the length of time a Cadet remains in the program. The averageparticipation period nationally is approximately 2.06 years and the average termination agenationally is 15.31 years of age. The desired strategy is to extend the amount of time youthparticipate in the Cadet Program. Extending the participation period for large numbers ofCadets for a few months or longer would significantly increase the size of the Cadet populationas well as further contribute to the achievement of the Cadet Program mandate

4overall. Coincidentally,

it would offset some of the challenges that come with attraction campaigns, orientation andramp-up training for new Cadets. With 1,132 corps / squadrons in Canada reported in 2009,every corps / squadron retaining 34 more Cadets until the end of the training year would addapproximately 34004500 Cadets to the population base.

18. At tract ionFi rst Wave: Attraction initiatives are also needed to increase the number ofCadets per corps / squadron. The focus in early Phase 2, and where possible in Phase 1, is tohave every effective corps / squadron attract and retain 5 or more new Cadets. Corps /squadrons who face challenges in operating effectively would aim to attract and retain up to 5new Cadets. This approach allows corps / squadrons to grow slightly early on, but with limitedimpact on their current staff, finance and equipment / clothing levels. Again, with 1,132 corps /squadrons in Canada reported in 2009, this approach could yield approximately 4500-5000 newCadets.

19. At tractionSecond Wave: Beyond the first attraction push described above, there willneed to be a second wave of effort late in Phase 2 and during Phase 3 to increase the averagenumber of Cadets per unit from the national average in 2009 of 44 Cadets/unit to 62 Cadets/unitby 20165. By timing this more significant attraction drive late in Phase 2 and during Phase 3,numerous initiatives intended to raise the appeal of the program as well as the necessary

4The Cadet Program mandate is described in detail in Cadet Administrative and Training Order (CATO) 11-03 located at

http://www.cadets.ca/support/cato-oaic/cato-oaic.aspx?id=96498.5If broken down by element this reflects a required increase in the average number of Cadets per unit from the national averages in

2009 of 34 Sea Cadets/unit, 41 Army Cadets/unit and 51 Air Cadets/unit to 50 Sea Cadets/unit, 58 Army Cadets/unit and 70 AirCadets/unit in 2016.

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planning and preparation to better absorb the growing number of Cadets (e.g. uniform andequipment demands, CSTC billets) will have been carried out.

20. Establishing New Corps / Squadrons & Improving the Viability of Existing Corps /Squadrons: Consideration of the number and location of corps / squadrons is an essential partof achieving CPGI growth objectives. Given the time it takes to re-position existing or open new

corps / squadrons, it is anticipated that any new push in this area will yield results in the lateryears of the CPGI. In addition to finding locations to form some new corps / squadrons,consideration must also be given to efforts to re-position corps / squadrons to more viable areas(e.g. new suburbs), to merge struggling corps / squadrons to form a single more viable one toserve an area, and / or to encourage and support more inter-corps / squadron activities as ameans to enhance viability.

Section 4 Overview of Themes

Introduction

21. This section outlines the conceptual themes created during the preliminary analysisstage of the CPGI. The broad intent was to capture the extensive list of issues that influencethe attraction and retention of Cadets and consolidate them into a manageable framework.Each theme is supported by a series of subordinate goals, objectives and concrete tasks thatare detailed at Annex B. These tasks are directed to specific OPIs and include correspondingtimelines for completion.

22. Although all themes are important for the success of the CPGI, it was necessary toamplify the first four themes with additional information including highlighting some of theongoing key initiatives related to them. This amplification accounts for some specific areas thatwill directly support growth within the CCO.

Themes and Goals

23. Theme One: Enhance Youth Voice and Engagement: Youth are active andcontributing members of society NOW, not just future citizens or leaders of tomorrow.

a. Youth Voice: This is the collective ideas, opinions, experiences, attitudes,knowledge and actions of young people. It is this youth voice that needs to beat the centre of the CPGI by acknowledging that Cadets are powerful andpurposeful catalysts for change. Capitalizing on this youth voice requires theactive contribution of Cadets alongside other key stakeholders at each level ofthe organization to continue indentifying and resolving ongoing attraction andretention challenges and opportunities. Furthermore, infusing youth voice into

the Cadet Program as a whole is essential for fully Maximizing the CadetPrograms Potential.

b. Youth Engagement: This is the meaningful participation and sustainedinvolvement in as well as the overall sentiment felt towards an activity by youngpeople. To situate what is desired by meaningful participation, the followingsimple equation can be useful for supporting effective youth engagement.

(1) Participation = Enrolment + Attendance + Engagement

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c. Quality Youth Program:Whereas engagement is the most critical component ofthis equation, the following outlines three key program features required foreffective youth engagement that need to be sustained to ensure a quality youthprogram is constantly being offered. While the Cadet Program currently hasthese features, under the CPGI Cadet Program leaders at all levels should take

stock in their respective areas to make sure these features are in play to thehighest degree:

(1) a safe environmentthat ensures a personal sense of physical safety andemotional well-being for each member while providing the requiredresources to support safe participation in all program activities;

(2) a supportive environmentthat fosters a welcoming and encouragingatmosphere supplemented by an effective conflict management program.This supportive environment must also promote the active participationand immersion in high quality learning experiences focused on individualand age-appropriate skill building; and

(3) an interactive environmentthat provides opportunities for socializing

with peers and developing healthy relationships with adults, thereforeencouraging a strong sense of belonging to the organization by eachmember. The interactive environment must also be filled with practicalopportunities for meaningful leadership development.

24. Theme Two: Focus on Program Delivery and Continuous Improvement: Theupdated Cadet Program is designed to offer a set of fun, challenging, well organized and safeactivities to participants within a dynamic community-based program; thus making it theprogram of choice for Canadian youth to contribute to their development and transition toadulthood.

a. Cadet Program Update (CPU) Project: Extensive efforts have and continue to

be expended in support of the CPU project. Empirical and anecdotal evidenceearly on in the delivery phase indicates that the redesign and redevelopmentefforts are starting to have a positive impact on attraction and retention.

b. Focus on Ongoing Implementation:There are three years remaining until thecomplete updated Cadet Program is fully implemented and it is anticipated that itwill take an additional year or two for the full effect of the changes to take hold.Therefore, it is essential to let nature take its course before making anywholesale changes to the design. Furthermore, the efforts of all stakeholdersneed to fully shift to focusing on supporting the ongoing implementation anddelivery, which in turn will benefit the CPGI.

c. Focus on Continuous Improvement:Although no wholesale changes will beentertained during the life of the CPU project, the efforts of the programdevelopment stakeholders will shift to properly maintaining and improving theupdated program through effective training evaluation efforts. This includesbuilding overall training evaluation capacity while continuing to implement anamendment process to address reasonable changes required to the updatedprogram.

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25. Theme Three: Improving Cadet Program Management and Admin ist ration: ACadet Program that practices modern comptrollership, optimizes allocated resources andmaximizes overall performance is better positioned to achieve and sustain the Cadet populationgrowth objectives.

a. Cadet Program Management and Administration: The first objective of the

CPU project was to improve the management and administration of theprogram. There has been some success to date with improvements in this area.However, there is an enormous opportunity to fully address this specific objectivenow that focus has fully shifted to implementing and delivering the updatedprogram from program development.

b. Unresolved Program-Wide Issues:A major finding from the preliminaryanalysis stage of the CPGI was a number of program-wide issues identified invarious source references that remain either unresolved or require significantimprovement. The intent of the MIP is to serve as a catalyst to reinvigorateaction and focus efforts to address the outstanding issues related to themanagement and administration of the Cadet Program.

c. FORTRESS v2: Extensive efforts have and continue to be expended totransition to this new web application that enables Canadian Cadet Organizations(CCO) to manage and support Cadet Program activities. This will undoubtedlyimprove Cadet Program management and administration and in turn help free upthe adult staffs time to focus more on Cadets and the training activities.

26. Theme Four: Focus on Corps / Squadron Adult Staff: A highly motivated, dedicatedand competent adult staff team who are fully supported by all levels of the organization isessential to conduct a high quality positive youth development program.

a. Cadet Instructors Cadre (CIC) Training Program Update: A key element of

the CIC Military Employment Structure (MES) Change Management Project(CMP) is the update to the CIC training program that commenced in the fall of2001. The updated program is being designed to meet the evolving needs of theCadet Program and the needs of adult learners. The new CIC training programincludes the most current information on the leadership and instruction of youthand has been aligned with the new instructional methodologies andenhancements to the Cadet Program that have been made through the CPUProject. These improvements significantly enhance CIC leadershipdevelopment, which in turn provides the corps / squadrons with the trainedpersonnel needed to effectively manage, administer and train Cadets:

(1) Training is being re-designed to reflect a series of general qualification

courses that officers must complete in order to acquire the common skillsand knowledge needed to deliver a dynamic Cadet Program as well as aseries of job-based and specialty courses; and

(2) In addition to offering training using the traditional classroom-based modelat a Regional Cadet Instructor School (RCIS), the majority of the new CICtraining courses will include a component that is delivered via distributedlearning (DL). With over 7,000 CIC officers located in approximately 800communities across Canada, DL has enabled us to take advantage of

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multiple delivery strategies to respond to the needs of a dispersedclientele.

b. Creation of the COATS Sub-Component of the Reserve Force: QR&O 2.034(c) has been amended to create the Cadet Organizations Administration andTraining Service (COATS) as a sub-component of the Reserve Force replacing

the sub-component formerly known as the Cadet Instructor Cadre (CIC). COATSis comprised of the CIC MOSID as well as MOSIDs for General Duty Officers(00360) and General Duty NCMs (00359). This change will help alleviate theshortage of available officers and NCMs with prior experience in supportclassifications / trades that the Cadet program has experienced.

27. Theme Five: Corps / Squadron Training Faciliti es: Reasonable access to suitablecommunity facilities is essential to conduct a high quality training program.

28. Theme Six: Cadet, Youth, COATS / CIC Members and Adult PopulationDemographics Data: Access to consistent, up-to-date and relevant data on Cadet, youth,COATS / CIC members and adult population demographics is essential to achieving and

sustaining the Cadet population growth objectives.

29. Theme Seven: Promote the Cadet Program: Enhancing public awareness about andincreasing community support for the Cadet Program is essential to attracting Canadian youthand achieving the Cadet population growth objectives.

30. Theme Eight: Internal Communication and Collaboration: Effective internalcommunication and collaboration is essential to promote the Cadet population growth initiativeand ensure the ongoing success of the Cadet Program.

31. Theme Nine: Cadet Membership and Corps / Squadron Viability Rationalization:Rationalizing Cadet membership requirements would ensure that youth can join the Cadet

Program and depart at optimal times allowing for an increase in enrolment and for Cadets toremain in the program longer. Additionally, it is important to rationalize corps / squadron viabilityrequirements, particularly regarding the minimum authorized strength for Cadets (30) andCOATS / CIC members (4), to account for those small but mighty units conducting a qualityprogram.

32. Theme Ten: CSTC Program Component: Although corps / squadrons were the mainfocus of this MIP, the CSTC program component has the potential to influence attraction andretention efforts inherent with the CPGI overall. CSTC stakeholders are expected to considerhow the previous themes apply to this significant component of the Cadet Program.

Section 5 Applying, Monitoring, Maintaining and Resourcing the MIP

Working Collaboratively to Apply the MIP

33. A critical requirement for successfully applying the MIP is for all key stakeholders to workcollaboratively at each level of the organization. It is not necessary to create new collaborativeteams to apply the MIP since examples of these types of collaborations already existthroughout the organization to address the day-to-day management of the program includingthe types of issues included in the MIP. Furthermore, it is also acknowledged that some units

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already make use of specific collaborative teams to address both the attraction and retentionof Cadets. Notwithstanding, the following guiding principles need to be considered whenapplying the MIP within these existing collaborations.

a. the MIP should be reviewed within the existing collaborations to:

(1) begin a specific dialogue about the required approach needed tosuccessfully complete the various assigned tasks;

(2) further explore the attraction and retention challenges and opportunitiesspecific to their jurisdiction; and

(3) reflect and build on successful attraction and retention practices alreadyutilized in their jurisdiction.

b. it is essential to involve Cadets in existing collaborations when applying the MIP;

c. the CGPI needs to be a standing agenda item / topic of discussion at all keymeetings, conferences, visits, etc;

d. leaders at each level of the organization play a significant role in guiding andmonitoring the progress of each applicable task assigned to stakeholders at theirlevel of the organization through effective horizontal management6andcollaboration7; and

e. celebrating successes along the way is essential to build and maintainmomentum through the journey towards achieving the VCDSs strategic intent.

34. As leaders at each level of the organization oversee the application of the MIP withintheir jurisdiction, they are encouraged to seek amplification and clarification on the content ofthis MIP, as required, from:

a. collaborative teams from other units;b. the chain of command; andc. the Attraction / Retention forum on CadetNet.

Monitoring Progress

35. Theme eight (Internal Communication and Collaboration) includes a specific goal,objective and tasks to support the effective monitoring of the overall progress of the CPGI at alllevels of the organization. Progress monitoring results from the national and all regional andlocal levels of the organization are to be rolled-up and reported on at the following two existingCadet Program strategic management activities so an ongoing national progress status can beachieved:

a. National Cadet Council (NCC); andb. D Cdts & JCR / RCSU COs Meetings.

6The coordination and management of a set of activities between two or more organizational units, where the units in question do

no have hierarchical control over each other and where the aim is to generate outcomes that cannot be achieved by units working inisolation.7The active process of not only coordinating activities but also developing, agreeing to and implementing a strategy for achieving

set objectives.

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36. The approach to and format for reporting by D Cdts & JCR SSOs and RCSU COs atsemi-annual meetings will be provided under separate cover in the call for agenda items for theOctober 2010 meeting.

Maintaining the MIP

37. It is anticipated that through the sharing of best practices and lessons learned, additionaldirection / tasks may emerge through the life of the CPGI that will be directed through theexisting lines of communication to all levels of the organization. This strategic oversight isessential for adjusting the approach and activities, as required, to stay on track and to improveresults. Additionally, it will be necessary to take full stock of our accomplishments and identifykey challenges as well as additional opportunities towards the mid-point of this initiative.Therefore, the OPI, D Cdts & JCR, will issue an updated MIP by 30 June 2013.

Resourcing the MIP

38. As was the case during the deliberate planning process leading up to development of

the MIP, all stakeholders are expected to use existing resources to support the application ofthe MIP. However, this may require adjusting work assignments and resources to make this apriority item at each level of the organization. The intent is to ensure focus is on optimizingresources rather than maximizing allocations throughout the organization. As greater efficiencyis achieved, this may result in the reallocation of funds within the Cadet Corporate Account tosupport specific initiatives that require additional funding based on a business case analysis.

39. Notwithstanding the requirement to optimize existing resources to support the CPGI, thisissue will be revisited once the medium term Cadet population growth objective of 60,000Cadets has been achieved. It is acknowledged that growth beyond this level has not beenachieved by the organization for quite some time and will require additional planning,preparation and possibly additional resources to achieve and sustain the additional growth.

Section 6 Conclusion and Contact Information

40. The decline in the Cadet population is one of the most significant and complex issuesfacing the Cadet Program today requiring the comprehensive and contemporary set of practicalsolutions consolidated within this MIP. All CCM stakeholders are expected to workcollaboratively and optimize resources when applying this MIP over the next six years toachieve the VCDSs strategic intent for the CPGI. This strategically focused effort will certainlygo far in addressing the attraction and retention challenges and opportunities to ultimately leadthe CCM towards Maximizing the Cadet Programs Potential.

41. Contact information is provided below for the CPGI OPI, Col C.M. Fletcher (D Cdts &

JCR) and an alternate point of contact (POC), LCol A.G. Arseneault (D Cdts 3):

Colonel C.M. FletcherDirector Cadets and JuniorCanadian Rangers101 Colonel By DrOttawa ON K1A [email protected]

Lieutenant-Colonel A.G. ArseneaultDirector Cadets 3 Youth ProgramsDevelopment101 Colonel By DrOttawa ON K1A OK2613-995-4813

[email protected]

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Cadet Population /Population de cadets

Sea / Marine 10000 10264 8163Army / Arme 20166 21921 17945

Air 24015 26463 23352Total 54181 58648 49460Table 1 / Tableau 1

2001 to/ 2006 to/2006 2009

2.64% -20.47%8.70% -18.14%10.19% -11.76%8.24% -15.67%

Table 2 / Tableau 2

Figure 1

2001 2006 2009

Sea / Marine 233 243 240Army / Arme 447 452 437

Air 444 461 455Total 1124 1156 1132Table 3 / Tableau 3

2001 2006 2009

Sea / Marine 63 69 122Army / Arme 134 142 170Air 77 97 148Total 274 308 440Table 4 / Tableau 4

Figure 2

2001 to/ 2006 to/2006 2011

4.75% -3.53%Table 5 / Tableau 5

Figure 3

Age group / Groupe d'ge Projection %

11 years old 374170 -12 years old 375815 13.01%13 years old 385334 13.34%

14 years old 400566 13.87%15 years old 419058 14.51%16 years old 430417 14.90%17 years old 433646 15.01%18 years old 443793 15.36%19 years old 453501 -

Table 6 / Tableau 6

Figure 4

Donnes et objectifs de croissance de la population de cadets - CanadaCadet Population Data and Growth Objectives - Canada

Number of Units under 30 / Nombre d'units de moins de 30

Variation of Cadet Population /Variation de la population de cadetsSea / Marine

Army / ArmeAir

2006 20092001

Number of Units / Nombre d'units

Variation of Youth Population 12-18 /Variation de la population de

Total

jeunes 12-18

Projected Youth Age Group Breakdown - 2011 /Projection par groupe d'ge des jeunes - 2011

Youth Population 12-18 /Population des jeunes 12-18

288862929942702858375

0

500000

1000000

1500000

2000000

2500000

3000000

3500000

2001 2006 2011 (projection)

Cadet Population - Number of Cadets /Population de cadets - Nombre de cadets

10000 102648163

2016621921

17945

24015

26463

23352

0

5000

10000

15000

20000

25000

30000

2001 2006 2009

Sea / Marine Army / Arme Air

Cadet Population - Average per unit /Population de cadets - Moyenne par unit

34

41

51

4243

4845

5754

0

10

20

30

40

50

60

2001 2006 2009

Sea / Marine Army / Arme Air

Cadet Population - Percentage of Youth /Population de cadets - Pourcentage des jeunes

1.90% 1.96%1.71%

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

2001

2006

2009

Annex A

A-1/2


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Donnes et objectifs de croissance de la population de cadets - CanadaCadet Population Data and Growth Objectives - Canada

13.28 13.29

13.41 13.4313.14 13.1913.27 13.30

Table 7 / Tableau 7

15.38 15.4815.38 15.3715.21 15.2015.30 15.31

Table 8 / Tableau 8

2.14 2.192.00 2.042.04 2.032.04 2.06

Figure 5 Table 9 / Tableau 9

Figure 6 Figure 7

Objectives are: Les objectifs sont:

Army / ArmeAirTotal

Total

Average Participation Period /Dure moyenne de la participation

Sea / Marine

ge moyen au dpart

Sea / MarineArmy / ArmeAir

Army / ArmeAirTotal

Average Termination Age /

b. Augmenter jusqu' 60000 pour juin 2013.

c. Continue to grow to 70000 by June 2016.

a. Ne pas tre sous 49460 (pop de cadets de2009-10) en juin 2011.

c. Continuer la croissance jusqu' 70000 pourjuin 2016.

Growth Objectives / Objectifs de croissance

b. Grow to 60000 by June 2013.

Average Registration Age /ge moyen l'inscription

Sea / Marine

a. Do not be under 49460 (cadet pop of 2009-10) by June 2011.

2007-2008

2007-2008

2007-2008

2008-2009

2008-2009

2008-2009

Cadet Population Objectives - Percentage of youth /Objectifs de population de cadets - Pourcentage des jeunes

1.71%

2.08% 2.42%

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

2010 2011 2012 2013 2014 2015 2016 2017

2011 2nd objective / 2e objectif (2013) 3rd objective / 3e objectif (2016)

Cadet Population Objectives - Number of cadets /Objectifs de population de cadets - Nombre de cadets

49460

60000

70000

0

10000

20000

30000

40000

50000

60000

70000

80000

2011 2013 2016

Termination Age / ge de dpart

1210.7%

1320.8%

1419.3%

1515.1%

1611.4%

178.6%

1814.1%

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Annex B

THEMES, GOALS, OBJECTIVES AND TASKS

This Annex details the practical, integrated and workable approach to addressing Cadet attraction andretention challenges and capitalizing on the opportunities within the Cadet Program. The ten broad themes

have been expanded to include a series of concrete and coherent goals, objectives and tasks. These arefundamental to mobilize and inspire all CCM stakeholders to work collaboratively towards Maximizing theCadet Programs Potential.

It is essential that leaders at all levels of the organization work collaboratively with their staffs to review thisAnnex and consider how it applies to the specific set of unique circumstances facing them. The taskscontained in this Annex represent a collection of ideas and initiatives drawn from across the CCM. As such,some will be more relevant than others, particularly at the corps / squadron level, given local communitysupport, leadership, resources available and other factors. This MIP allows corps / squadrons the flexibilityto place more emphasis on tasks considered to have high pay off and less emphasis on others.

Theme One: Enhance Youth Voice and Engagement: Youth are active and contributing members ofsociety NOW, not just future citizens or leaders of tomorrow.

Goal #1: Involve youth in the governance of the Cadet Program.

Task #Task Description OPI Timeline

ProgressMonitoring

Objective #1: Maximize existing and emerging opportun ities for Cadets to be directly invo lved with program delivery.

1.1.1Involve senior Cadets in planning and preparing for delivery of the updatedCadet Program.

Corps /Squadrons

Phase 12

1.1.2Apply the Cadet Program Leadership Team Model to the conduct of all corps /squadron activities.

Corps /Squadrons

Phase 13

1.1.3Ensure all Cadets are employed to their maximum potential; be sure toconsider all qualifications that they have achieved.

Corps /Squadrons

Ongoing

1.1.4Identify gaps in senior Cadet leadership skills and seek out opportunities toemploy Cadets from other units to help fill the gap while developing theleadership capacity of those Cadets within the corps / squadron.

Corps /Squadrons

COsOngoing

1.1.5Encourage senior Cadets to assist other corps / squadrons in need and as analternate method to satisfy practical training requirements related to leadershipand instructional techniques.

Corps /Squadron

COsOngoing

1.1.6Provide senior Cadets opportunities to be mentored by adult staff and provide

junior Cadets opportunities to be mentored by senior Cadets.

Corps /SquadronStaff andSeniorCadets

Ongoing

1.1.7Ensure a buddy system for new Cadets is in place since their initial weeksand months are critical to introducing and retaining them in the corps /squadron.

Corps /SquadronStaff andSeniorCadets

Phase 1and

Ongoing

1.1.8Create a welcoming atmosphere for new Cadets and guests to the corps /

squadron.

Corps /Squadron

Staff andCadets

Phase 1and

Ongoing

Objective #2: Increase opportuni ties for Cadets to evaluate or provide feedback on the corps / squadron t raining pr ogram.

1.2.1Identify opportunities for Cadets to evaluate or provide feedback on the trainingprogram.

D Cdts 3,Regional

Trg Os andCorps /

SquadronTrg Os

Phase 1

1.2.2Ensure Cadets are a primary focus of the Cadet Programs training evaluationframework and plan under development.

D Cdts 3 Phase 12

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1.2.3Regularly seek feedback from Cadets about the quality of training andinstruction and make continuous improvements where appropriate.

Corps /Squadrons

Ongoing

Objective #3: Increase opportuni ties for Cadets to infl uence and participate in decision-making affecting th e Cadet Program.

1.3.1

Establish, or enhance existing, formal and informal mechanisms for Cadets toinfluence and participate in decision-making affecting the Cadet Program.Share best practices and lessons learned with colleagues (eg, meetings,conferences, CadetNet forums)

Leaders atAll Levels of

the CCOand Cadet

Leagues

Phase 1and

Ongoing

1.3.2

Enhance the existing adult-centric governance model (eg, NCC) of the CadetProgram so Cadets have more formal, systematic and structured opportunitiesto influence and participate in decision-making affecting the Cadet Program.

Working Framework:

Cover the spectrum of informal to formal mechanisms (eg, Casualconversation, SAVs, Surveys, Focus Groups) and balance betweenelectronic, on-site and in-house fora.

Cover the spectrum of Cadets in all three Developmental Periods (DPs) witha focused and progressive purpose:

o DP1 Trg Focused

o DP2 Trg and Unit Level Management Focused

o DP3 Trg, Unit and Org Level Management Focused

D Cdts 3 / 4 Phase 2

1.3.3Involve Cadets when developing and implementing local level attraction and

retention activities.

Leaders atthe Local

Level

Phase 13

1.3.4Regularly involve cadets when deciding complementary activities anddeveloping the optional program.

Corps /Squadrons

Ongoing

Objective #4: Rationalize the Training Allocation for Cadets.

1.4.1

Review the Cadet Training Allocation and the CSTC staff Cadet advancedtraining allocation to see if a better balance can be achieved between thecurrent CSTC program focused allocations and the NDA and RDA programcomponents.

D Cdts 2 Phase 2

Goal #2: Increase the level of youth engagement in the Cadet Program.


ProgressMonitoring

Objective #1: Increase attendance flexibili ty for youth who wish t o participate in the Cadet Program.

2.1.1

Investigate opportunities for increasing the attendance flexibility related toparticipation in the Cadet Program. Develop an attendance flexibilityframework for the Cadet Program. Recommend changes to existing policies(eg, CATO 13-30 Cadets Excused Absence from LHQ Training) and/orsuggestions for new policies to support the attendance flexibility framework.

D Cdts 3/4 Phase 1

2.12Research possibilities and establish a simplified late-joiner policy for youth thatallows them to immediately engage in training with their own age-group.

D Cdts 4 Phase 1

2.13Avoid any tendency to over-program the training calendar, focus more on thequality vice the quantity of activities conducted at the corps / squadron.

Corps /SquadronCOs andACOs

Ongoing

2.1.4

To enhance attendance, review the designated dress at all Cadet activities toallow for an appropriate balance between uniformed and non-uniformedactivities (eg, 75% uniformed / 25% non-uniformed for regular parade nights)especially for the training activities that are better suited to be conducted in

sports gear / civilian attire.

Corps /Squadron

COs

Phase 1and

Ongoing

Objective #2: Mitigate the barriers for youth to participate in the Cadet Program.

2.2.1Identify general barriers preventing youth from participating in youth programsand raise general stakeholder awareness of these barriers and ideas tomitigate them.

D Cdts 3 Phase 1

2.2.2Identify local community barriers preventing youth from participating in theCadet Program. Work with corps / squadron staff and key community levelstakeholders to mitigate these barriers.

LocalSponsors

Phase 12

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Theme Two: Focus on Program Delivery and Continuous Improvement: The updated Cadet Programis designed to offer a set of fun, challenging, well organized and safe activities to participants withina dynamic community-based program; thus making it the program of choice for Canadian youth tocontribute to their development and transition to adulthood.

Goal #3: Implement the updated program as di rected.


ProgressMonitoring

Objective #1: Enhance awareness of the strategic i ntent of key aspects of t he updated program.

3.1.1

Reinforce strategic intent of key aspects of the updated program (eg, age-appropriate learning / assessment, experiential education, complementaryactivities, Cadet Programs leadership team model, youth reference guide)through enhanced internal communications and professional developmentopportunities.

D Cdts 3 / 4 /6 and

Regional TrgOs

Phase 12

Objective #2: Capitalize on the intended flexibil ity in fused withi n the updated Cadet Program to ensure maximum engagementand retention o f Cadets.

3.2.1Focus on the flexibility of complementary training and optional programming tomaintain the interest of Cadets. Consider doing something different whilecontinuing to deliver the training that is most appealing to Cadets.

Corps /SquadronStaff and

LocalSponsors

Phase 1and

Ongoing

3.2.2

Strategically select discretionary Regionally Directed Activities that are ofinterest to a large number of Cadets and purposely schedule them for the timesof the year when many Cadets traditionally leave the program, if possible (eg,January). Aim to initiate something different during the Phase 2 of the CPGI.Ensure all combined activities reach the broad Cadet population and avoid anytendency to conduct too many activities targeted at the same Cadets.

RCSUsPhase 1

2

3.2.3

Strategically select discretionary Nationally Directed Activities that are ofinterest to a large number of Cadets and purposely schedule them for the timesof the year when many Cadets traditionally leave the program, if possible (eg,January). Aim to initiate something different during the Phase 2 of the CPGI.Ensure all combined activities reach the broad Cadet population and avoid anytendency to conduct too many activities targeted at the same Cadets.

D Cdts & JCR/ ElementalCadet SSOs

Phase 23

Objective #3: Maximize opportunities to conduct inter-corps / squadron training activities.

3.3.1Identify mandatory and complementary activities that could easily be conductedas inter-corps / squadron training activities. Develop and distribute guidance

on conducting inter-corps / squadron training activities.

D Cdts 3 / 4Phase 1

2

3.3.2Maximize opportunities to conduct inter-corps / squadron training activities,therefore optimizing resources while providing Cadets a key satisfier.

Corps /Squadron

COs, LocalSponsors and

ACOs

Phase 1and

Ongoing

Objective #4: Ensure the required train ing and learning aids are available to support t he Cadet Program.

3.4.1

Identify the gap between what training and learning aids are needed and whatcurrently exists. Identify the intended sources (eg, Supply System, LocallyProcured) for all training and learning aids. Work to ensure the requiredtraining and learning aids that are to be provided by DND / CF nationally andregionally are available to support the Cadet Program.

D Cdts 3 / 4 /5 and

Regional TrgOs

Phase 1

3.4.2Work with corps / squadrons to maximize their Local Support Allocation toassist in the procurement of training aids identified as locally procured.

ACOsPhase 1

andOngoing

3.4.3Work to ensure the training and learning aids that can be provided by CadetLeagues and Local Sponsors are available to support the corps / squadrons.

ProvincialCadet

Leagues andLocal

Sponsors

Phase 1and

Ongoing

Objective #5: Enhance existing or establish new relationships with ci vilian maritime, outdoor and aviation / aerospacecommunities in support of elemental training activities.

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3.5.1

Identify lessons learned and best practices in development of existingrelationships and identify the opportunities for enhancing existing orestablishing new relationships with civilian maritime, outdoor and aviation /aerospace communities and share / discuss this information at the annualcommon and elemental Cadet training stakeholder meetings.

ElementalCadet SSOs,D Cdts 4 and

NationalCadet

Leagues

Phase 13 and

Ongoing

Goal #4: Foster a culture of continuous improvement of the training provided to Cadets.


ProgressMonitoring

Objective #1: Monitor the implementation and deli very of updated Cadet Program training.

4.1.1Regularly engage corps / squadron staff in identifying and mitigatingimpediments to the effective implementation and delivery of the CadetProgram.

Regional TrgOs and Corps

/ SquadronStaff

Phase 1and

Ongoing

4.1.2

Report on and discuss impediments to effective implementation and delivery ofthe Cadet Program at the annual common and elemental Cadet trainingstakeholder meetings. Focus agendas in the next few years on the moresignificant impediments to training delivery.

ElementalCadet SSOs,D Cdts 3 / 4,Regional Trg

Os andNationalCadet

Leagues

Phase 1and

Ongoing

4.1.3Share, seek out and employ various best practices and lessons learned relatedto implementing and delivering the updated program with other corps /squadrons using the Elemental Cadet Forums on CadetNet.

Corps /Squadron

Staff

Phase 1and

Ongoing

Objective #2: Employ mechanisms to provide feedback on and make necessary amendments / incremental changes to updatedCadet Program training.

4.2.1Continue the development and implementation of a program-wide trainingevaluation framework and plan.

D Cdts 3Phase 1

andOngoing

4.2.2

Proactively provide and / or solicit feedback on updated Cadet Program trainingthrough the:

chain of command;

staff assisted visits (SAVs) conducted by regional / national stakeholders;

elemental or common CadetNet email addresses located in the front matterof each QSP / IG; and / or

D Cdts & JCR Research and Evaluation section staff.

Corps /SquadronStaff and

Cadets andReg Trg Os

Phase 1and

Ongoing

4.2.3Maintain and continuously improve updated Cadet Program trainingconsidering feedback gathered through task 4.2.2 and promulgate changesusing the established amendment process.

D Cdts 3Phase 1

andOngoing

Objective #3: Celebrate success with the impl ementation and delivery of the updated program.

4.3.1Seek out specific successes and find ways to celebrate them with thoseresponsible at each level of the organization.

Leaders atEach Level of

theOrganization

Phase 1and

Ongoing

Objective #4: Conduct another broad training evaluation after the entire updated training program is implemented.

4.4.1Outsource a study as a follow-up to previous third-party training-relatedevaluations (eg, CROP study in 2000, Compas Study in 2002, Ipsos-ReidStudy in 2006).

D Cdts 3 Phase 3

Theme Three: Improving Cadet Program Management and Adminis tration: A Cadet Program thatpractices modern comptrollership1, optimizes allocated resources and maximizes overall

performance is better positioned to achieve and sustain the Cadet population growth objectives.

Goal #5: Manage the Cadet Program more effic iently 2and effectively 3.

1Modern comptrollership emphasizes integrated financial and non-financial performance information, vigorous stewardship of

resources, sound risk management and open reporting of results. Modernization efforts are aimed at enabling decision-makers tomake and communicate more appropriate choices, thereby leading to better service and better public policy working smarter forbetter results.

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ProgressMonitoring

Objective #1: Explore the concept of comb ined Cadet units and possibl y combined Cadet and JCR units.

5.1.1

Continue with the initiative related to Combined Cadet Units and report onprogress at the D Cdts & JCR / RCSU COs meeting in Spring 2011. Reportshould include identifying key best practices and lessons learned as well as

overall recommendations for consideration by the organization as a whole.

RCSU(A) /Cadet

Leagues

Phase 2and

Ongoing

5.1.2

Continue to explore ways to integrate Cadet and JCR activities and if desirable,trial a Combined Cadet / JCR Unit similar to RCSU(A)s specific initiativedeveloped to trial Combined Cadet Units. Report on progress at the D Cdts &JCR / RCSU COs meeting in Spring 2011. Report should include identifyingkey best practices and lessons learned as well as overall recommendations forconsideration by the organization as a whole.

RCSU(N) /Cadet

Leagues

Phase 2and

Ongoing

5.1.3Determine the way-ahead for Combined Cadet units and Combined Cadet /JCR units.

D Cdts & JCR,Elemental

Cadet SSOs,RCSUs and

CadetLeagues

Phase 3

Objective #2: Reduce adminis trative burden4at all levels of the organization.

5.2.1Identify unnecessary self-imposed administration burden by eliminating oradjusting a minimum of two administrative practices / processes that are notadding sufficient value.

Corps /Squadron

Staff

Phase 1and

Ongoing

5.2.2Identify unnecessary imposed administration burden by eliminating oradjusting a minimum of two administrative practices / processes that are notadding sufficient value.

D Cdts 2 / 3 /4 / 5 / 6,

RCSUs andCadet

Leagues

Phase 1and

Ongoing

5.2.3Document staff processes and administrative workload at local levels andconfirm if the processes are necessary.

5 D Cdts 2 Phase 1

5.2.4Be ready to use, support and capitalize on the administrative efficienciesrelated to FORTRESS v2. (http://www.cadets.ca/COATS-SAIOC/fortress-forteresse/home-accueil.aspx)

All CCO StaffPhase 1

andOngoing

Objective #3: Improve program effectiveness.

5.3.1Review and update the existing Cadet Program performance measurement /management system.

D Cdts 2 Phase 2

Goal #6: Foster a culture focused more on service and suppor t than command and control byshifting to a customer-centric model with realigned structures and rationalized business practices.


ProgressMonitoring

Objective #1: Improve the quality of support at the point-of-service at D Cdts & JCR and RCSUs.

6.1.1Review existing business practices from the perspective of quality support atthe point-of-service at D Cdts & JCR and RCSUs. Share best practices andlessons learned at the bi-annual D Cdts & JCR / RCSU COs meetings.

D Cdts 2 / 4 /5 and RCSUs

Phase 2-3

Objective #2: Improve the qualit y of support at the point-of-service from each RCSUs to corps / squadrons.

6.2.1Raise broadorganizational awareness about the Corps Management /Evaluation

6support process / tools. Adapt / adopt aspects of those support

processes / tools as applicable.

RCSU(Pra), DCdts 2 / 3 / 4 /5 and RCSUs

Phase 1-2

2Efficiency is the extent to which resources are used such that a greater level of output is produced with the same level of input or,

a lower level of input is used to produce the same level of output. The level of input and output could be increased or decreased inquantity, quality or both.3Effectiveness is the extent to which a program is achieving expected outcomes.

4Notwithstanding the ongoing opportunities to streamline administrative processes, it is important to acknowledge that

administration of cadets is a core requirement of the COATS / CIC sub-component IAW Section 46 of the NDA.5IAW VCDS direction at NCC teleconference 20 May 10.

6The Corps Evaluation is a tool to assist Corps in reviewing their own delivery of the elemental cadet program to bringit fully in line with RCSU (Prairie) Mission and Vision. The Corps Evaluation provides indicators of key outcomes incritical areas for running a sustainable Corps. These outcomes (Desired Outcomes) are co-located with statements which

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6.2.2Raise broad organizational awareness about the Central RegionRationalization Project. Adapt / adopt aspects of RCSU(C)s RationalizationProject as applicable.

RCSU(C) andRCSUs

Phase 1-2

6.2.3Review / update existing business practices for providing quality support at thepoint-of-service from each RCSU to corps / squadrons. Engage corps /squadron staff in the process.

RCSUs andCorps /

SquadronCOs

Phase 2

6.2.4Conduct RCSU SAVs to corps / squadrons based on unit need vice equitabledistribution of staff / financial resources and conduct SAVs to other activitiesbesides regular training sessions or Annual Ceremonial Review (ACRs).

RCSUsPhase 1

andOngoing

Objective #3: Improve the quality of the Cadet Program at the poin t-of-service (corps / squadron level) for all Cadets.

6.3.1

Consider the Factors of Success level best practice originating from 772Royal Canadian Air Cadet Squadron and refined by 2920 Royal Canadian

Army Cadet Corps, posted by Maj G. Peterson on the elemental cadet training,CO and Trg forums on CadetNet on 30 July 2009.

Corps /Squadron

COsPhase 1

6.3.1

Examine existing internal and external point-of-service quality frameworks forpositive youth development programs. Develop and implement a nationalframework and associated tools for evaluating Cadet Program quality at thepoint-of-service for corps / squadrons based on best practices.

D Cdts 3 / 4and RCSUs

Phase 23

Objective #4: Ensure all levels of the organization are ready for Cadet population grow th.

6.4.1Identify and address specific areas (eg, Logistic points for ordering uniforms,CSTC vacancies) that potentially require adjustment to be ready for Cadetpopulation growth.

Leaders at AllLevels of the

CCO

Phase 1and

Ongoing

Objective #5: Implement an inter-corps / squadron mentorship program to support struggling units.

6.5.1

Considering changing the Inter-Provincial Cadet Exchanges to include an aimto support an inter-corps / squadron mentorship program. The program shouldprimarily support a small number of adult staff and senior Cadets fromstruggling corps / squadrons to visit stronger corps / squadrons to experienceand learn from the delivery of a quality program. The program could alsosupport the continuance of the inter-unit mentoring relationship by supporting asmall number of adult staff and senior Cadets from the stronger corps /squadronsto visit the struggling corps / squadron. Use the existing fundingenvelope

7to support the implementation of an inter-corps / squadron

mentorship program.

D Cdts 4 /RCSUs

Phase 13

Objective #6: Improve the qualit y of support at the poin t-of-service within t he Navy, Army and Air Cadet Leagues of Canada.

6.6.1

Review and make improvements, where required, by developing andimplementing strategies and action plans for improving the quality of serviceand support at the point-of-service through the following organizationalrelationships:

Between National Leagues and Provincial Leagues;

Between Provincial Leagues and Local Leagues/Sponsors; and

From Local Leagues / Sponsors to Corps/Squadrons.

National,Provincial and

Local Leagues/ Sponsors

Ongoing

Theme Four: Focus on Corps / Squadron Adult Staff: A highly motivated, dedicated and competentadult staff team who are fully supported by all levels of the organization is essential to conduct ahigh quality pos itive youth development program.

Goal #7: Ensure suitable staff is available to help supervise, administer and train Cadets.


ProgressMonitoring

Objective #1: Ensure required corps / squadron staff levels are in place to suppor t Cadet population growt h.

7.1.1Identify corps / squadrons that currently do not or will not have suitable stafflevels and develop and implement a plan to ensure the required corps /squadron staff levels are in place to support Cadet population growth.

LocalSponsors /ACICOs /

ACOs

Phase 1and

Ongoing

Objective #2: Pursue 100% effective strength for each corps / squadron establishment.

reflect broad but typical issues that may lead to reduced efficiency and, ultimately, reduced sustainability for a Corps(Assistance Outcomes).

7No new funds will be allocated to this initiative; the intent is to optimize existing resources to focus on this new opportunity.

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7.2.1Work with community stakeholders to attract ample numbers of suitable adults(eg, COATS / CIC, CIs, volunteers) to work with the Cadet Program.

LocalSponsors /Provincial

CadetLeagues

Phase 2and

Ongoing

7.2.2Provide tools (eg, promotional material, standard presentations, sample letters,information bulletins) to support local sponsors to attract ample numbers of

suitable adults to work with the Cadet Program.

C Res & CdtsPAO / LeaguePAOs / D Cdts

6

Phase 2

7.2.3 Expedite and improve the COATS / CIC recruiting process.D Cdts 6 and

RCSUsPhase 2

7.2.4Examine the possibility of having adult staff serve with and be paid for workdone at multiple corps / squadrons.

D Cdts 6 Phase 3

Objective #3: Increase volunteerism o f CF personnel to suppor t of the Cadet Program.

7.3.1

Staff a CANFORGEN every year for CDS release encouraging CF members tovolunteer their time with the Cadet Program, possibly providing someadditional incentives for those that do. Additionally, encourage L1s to approverequests from CF members for Special Leave Community Affairs toparticipate in and / or support significant Cadet Program activities.

D Cdts 2 Annually

7.3.2Enhance awareness of all CF personnel of existing policies that permit andsupport Reg F and Res F personnel to volunteer with the Cadet Program.

D Cdts 6 Phase 2

7.3.3Enhance existing or establish new relationships with Res F units in support ofthe Cadet Program

8.

RCSUs andCorps /

Squadrons

Phase 1and

OngoingObjective #4: Continue developing, maintaining and improving relevant CIC training and a formal and informal prof essionaldevelopment system.

7.4.1 Continue to update, implement, evaluate and validate CIC training. D Cdts 6 Ongoing

7.4.2Continue developing and implementing a professional development model thataddresses the ongoing needs of COATS / CIC members.

D Cdts 6 Ongoing

7.4.3Maximize the use of existing mechanisms (eg, meetings, conferences, visits) toprofessionally develop the stakeholders involved.

RCSUs Ongoing

7.4.4Manage and develop corps / squadron personnel and institute a mentoringprogram for staff.

Corps /Squadron

COsOngoing

7.4.5 Actively seek opportunities to mentor corps / squadron personnel.ACICOs /

ACOsOngoing

7.4.6Identify and provide access to existing professional development andmentoring tools. (eg, DNDLearns Introduction to Mentoring online course).

D Cdts 6 /RCISs

Phase 2

Theme Five: Corps / Squadron Training Facilities: Reasonable access to suitable communityfacilities is essential to conduct a high quality training program.

Goal #8: Ensure suitable facilities are available to conduct the Cadet Program at the local level.


ProgressMonitoring

Objective #1: Work with com munity st akeholders to gain access to suitable facilit ies.

8.1.1Identify corps / squadrons that do not have access to suitable facilities tosupport Cadet population growth and engage community leaders to assist in

gaining access to suitable facilities.

LocalSponsors,

Corps /Squadron

COs,Provincial

CadetLeagues

Phase 1

8Do not avoid building these relationships in fear of losing Cadets to the Res F; in fact, the Cadet Program is about preparing youth

to transition to adulthood and making personal choices related to ones future is a key aspect of being prepared for adulthood.Although some Cadets may choose to join the Res F, which will affect the Cadet population, this should be considered acceptableattrition.

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8.1.2Provide tools (eg, sample MOUs / Service Level Arrangements (SLAs), lettersrequesting support) to assist local sponsors to gain access to suitable facilitieswithin their communities.

National /Provincial

CadetLeagues

Phase 2

8.1.3Share best practices and lessons learned related to current regional initiativesto address the facilities issue with other regions at the bi-annual D Cdts &JCR / RCSU COs meetings.

RCSUsPacific and

CentralPhase 1

8.1.4 Conduct a follow-up to the LHQ Accommodations Study from 2002. D Cdts 5 / 3 Phase 2

8.1.5

Determine which CSTCs do not have suitable facilities9(eg, are in deplorable

conditions which affect attraction and retention to the CSTC and ultimately theCadet Program) and take action to secure access to or influence therecapitalization of existing CSTC infrastructure.

D Cdts 5,RCSUs andCSTC COs

Ongoing

Theme Six: Cadet, Youth, COATS / CIC member and Adul t Population Demographics Data: Access toconsistent, up-to-date and relevant data on Cadet, youth, COATS / CIC members and adultpopulation demographics is essential to achieving and sustaining the Cadet population growthobjectives.

Goal #9: Monitor population demographics data on a consis tent and continuous basis.


Progress

MonitoringObjective #1: Track, monitor, report and analyze population demographics (eg, Cadet popul ation (attraction and attriti on),Cadet unit, youth popu lation demographics )

9.1.1Produce and publish Cadet and youth population data tools for D Cdts & JCR,RCSUs and Cadet Leagues use in identifying and responding to trends. Theywill be used as well to update Cadet population growth objectives.

D Cdts 2Phase 1 and

Annually

9.1.2Update youth demographics data based on new Canadian Census ofPopulation data; the next Census is scheduled for 2011.

D Cdts 2Every Five

Years

Objective #2: Develop a strategy to focus attraction efforts on you th and parents who are immigrating to and / or newcomers toCanada.

9.2.1Develop a profile of changing demographic population in Canada as a result ofimmigration.

D Cdts 3 Phase 2

9.2.2

Take the lead on behalf of the CCO by establishing a multi-stakeholder workinggroup and develop attraction guidelines for focusing on youth and parents whoare immigrating to and / or newcomers to Canada in areas of significant growth

due to immigration (eg, Toronto, Montreal, Vancouver).

RCSU(C) Phase 2

9.2.3Contribute to RCSU(C)s working group by assigning personnel and providinginformation as required.

RCSU(E)and

RCSU(Pac)Phase 2

Theme Seven: Promote the Cadet Program: Enhancing publ ic awareness about and increasingcommunity support for the Cadet Program is essential to attracting Canadian youth and achievingCadet population growth objectives.

Goal # 10: Promote the Cadet Program as the program of choice for Canadas youth.


ProgressMonitoring

Objective #1: Promote the Cadet Program nationally, regionally and locally to segmented target audiences.

10.1.1Establish a multi-stakeholder Cadet Program Promotional Working Group toreview existing promotional initiatives, specifically C Res & Cdts Youth PAOMarketing, RCSU(E) and RCSU(A) Communications and Marketing plans.

DGRC PAO Phase 1

9Suitable refers to facilities that will adequately promote the positive development of youth focus of the CSTC training program.

This may require rationalizing and updating existing accommodation / facility standards to reflect a youth and not a CF targetaudience.

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10.1.2

Develop a promotional framework that focuses on national, regional, provincial,and local needs, as well as developing separate profiles and communicationapproaches for, but not limited to, the following segmented target audiences:

Youth 11-14 years of age,

Parents of youth 11-14 years of age,

Parents of cadets,

Community in general, and

Community leaders specifically.

PromotionalWorkingGroup

Phase 1

10.1.3

Develop a consolidated national promotional strategy and action plan forpromoting the Cadet Program to include but not limited to the followingobjectives:

Raise general public awareness about the Cadet Program,

Raise overall community awareness about the Cadet Program,

Maximize the potential of existing communication platforms within bothDND/CF and Cadet Leagues building off existing best practices (eg,marksmanship championship webisodes),

Explore and exploit the potential and possibilities of informal and formal useof various social media platforms,

Promote the Cadet Program at a minimum of one major National / Regionalspecial event in each region (eg, NS International Tattoo, CNE, PNE, etc),

Develop communication tools that supports a connection with both rationaland emotional thoughts of the segmented target audiences,

Enhance the ability of our key stakeholders to tell their stories about theirexperiences with the Cadet Program, and

Position the Cadet Program as a highly interactive and experiential learningprogram offering excellent non-screen time type activities.

PromotionalWorkingGroup

Phase 1

10.1.4 Develop a promotional tool box to support the promotional strategy and plan.

DGRC PAO,RCSU PAOsand CadetLeagues

PAOs

Phase 2

10.1.5Seek out and employ an overall Champion to support and promote the CadetProgram.

NationalCadet

Leagues andD Cdts & JCR

Phase 2

10.1.6Pursue local proclamations

10to declare a Corps / Squadron Day to coincide

with the open-house activity detailed in Task 10.2.1.Local

Sponsors

Phase 1and

Ongoing

Objective #2: Promote the Cadet Program locally to youth between the ages of 11-14 years of age and their parents.

10.2.1

Conduct an interactive and engaging event like an open-house (eg, similar tothe interactive portion of the ACR) during peak attraction periods and either atyour corps / squadron training facility or at an alternate site highly accessible totargeted youth and their parents.

Consider the Open House / Bring a Friend Night unit level best practiceoriginating from 2981 Royal Canadian Army Cadet Corps, posted by Lt D.Seessequasis in the archived Attraction / Retention forum on CadetNet on 21December 2008.

Corps /SquadronCOs and

LocalSponsors

Phase 1and

Ongoing

10.2.2

Continue employing and improving on existing / traditional attraction initiatives.

Consider the Attract 40 Cadets in a Week best practice originating from 101Royal Canadian Sea Cadet Corps, posted by SLt S. Vachon in the Archived

Attraction / Retention forum on CadetNet on 9 January 2002.

Corps /Squadron

COs

Phase 1and

Ongoing

10.2.3Share, seek out and employ best practices and lessons learned related toattraction initiatives with other corps / squadrons, the chain of command andthe Attraction / Retention forum on CadetNet.

Corps /Squadron

COs

Phase 1and

Ongoing

10.2.4Use various Cadet activities to promote the corps / squadron (eg, competitions,parades, and fundraising events).

Corps /Squadron

COs

Phase 1and

Ongoing

Objective #3: Capitalize on the word-of-mouth potential for promoting t he Cadet Program.

10.3.1Provide tools to Cadets to support word-of-mouth promotional efforts. (Linkedto Task 10.1.4)

DGRC PAO Phase 2

10It was determined that this decentralized, flexible and focused effort to promote each corps / squadron would yield greater results

than a National Cadet Day / Week that would be best considered further into the CPGI as one possible method for raising generalpublic awareness.

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10.3.2Allow Cadets reasonable access to their social media platforms /communication tools to tell their stories in a timely manner in support of anenhanced word-of-mouth effort to promote the Cadet Program.

Corps /Squadron and

RegionalTraining Staff

Phase 1and

Ongoing

Goal #11: Enhance community support for the Cadet Program.


ProgressMonitoring

Objective #1: Establish or enhance relationships with key commun ity leaders / influencers.

11.1.1

Identify and meet with key community leaders / influencers within thecommunity to include but not limited to the following groups:

Educators (eg, teachers, principals, guidance counsellors, school boards)

Community Leaders (eg, business leaders, other youth development leaders,service clubs)

Civic Leaders [eg, mayors, council members, Members of LegislativeAssembly (MLAs), Members of Provincial Parliament (MPPs), Members ofParliament (MPs)]

LocalSponsors and

ProvincialCadet

Leagues

Phase 1and

Ongoing

11.1.2Provide tools to Local Sponsors to support promotional efforts. (Linked to Task10.1.4)

DGRC PAO,RCSU PAOsand CadetLeagues

PAOs

Phase 2

11.1.3Identify outreach opportunities to build relationships with national / regionallevel leaders (eg, Council of Municipalities / Educators / Police Chiefs) toincrease awareness of and support for the Cadet Program.

D Cdts 3,RCSUs and

NationalCadet

Leagues

Phase 2and

Ongoing

Objective #2: Raise the profil e of the COATS / CIC members worki ng w ith t he Cadet Program.

11.2.1Provide tools to COATS / CIC members to support promotional efforts at theirworkplace and other venues. (Linked to Task 10.1.4)

DGRC PAOand RCSU

PAOsPhase 2

Objective #3: Enhance the existing high school credit equi valency initiatives related to Cadet training.

11.3.1Review and share information pertaining to existing high school creditequivalency initiatives related to Cadet training.

ProvincialCadet

LeaguesPhase 1

11.3.2

Establish a multi-stakeholder working group to identify ways to enhance or

encourage development of high school credit equivalency initiatives related toCadet training in each province and territory.

National

CadetLeagues

Phase 2

11.3.3

Support the Cadet Leagues efforts to enhance the existing or work ondevelopment of high school credit equivalency initiatives when called upon (eg,participating in working groups, providing subject matter expert advise relatedto the Cadet training curriculum).

D Cdts 3 /RCSU Trg Os

Phase 2

11.3.4

Implement suggested methods for enhancing or developing high school creditequivalency initiatives related to Cadet training (eg, establishing or enhancingexisting MOUs / agreements, working with School Boards / Departments ofEducation).

ProvincialCadet

LeaguesPhase 3

Objective #4: Enhance support from Cadet Program alumni and full -time COATS / CIC members.

11.4.1Enhance existing or establish new alumni networks to support corps /squadrons and promote the Cadet Program.

Corps /Squadron

COs

Phase 1and

Ongoing

11.4.2Seek out and employ an overall Champion for the corps / squadron; thisperson may come from the alumni network or is a prominent member of thelocal community.

LocalSponsors and

ProvincialCadet

Leagues

Phase 1and

Ongoing

Theme Eight: Internal Communication and Collaboration: Effective internal communications andcollaboration is essential to promote the Cadet Population Growth Initiative and ensure the ongoingsuccess of the Cadet Program.

Goal #12: Enhance internal communications and collaboration.

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ProgressMonitoring

Objective #1: Maximize the potential of existi ng or potenti ally new internal commun ications p latforms to enhance internalcommunications and the sharing of information.

12.1.1

Update the Attraction and Retention Forum on CadetNet to allow for thesharing of information including best practices and lessons learned for each

theme related to the CPGI. Select 1-2 interested members from each region toassist as Attraction / Retention forum moderators.

D Cdts 4 and

DGRC PAOPhase 1

12.1.2Review the effectiveness and the desired complementary role of the nationalwebsites (eg, www.cadets.ca, Cadet Leagues) as an internal and externalcommunications medium in reaching segmented target audiences.

DGRC PAO,Cadet

Leagues PAO

Phase 12

Objective #2: Promote the Cadet Population Growth Initi ative within the CCO.

12.2.1Send a personalized letter to each corps / squadron CO, and copy the localsponsoring committee, to include regional / local growth objectives and toreiterate the importance of working collaboratively with all key stakeholders.

RCSU COs Phase 1

12.2.2Capitalize on existing opportunities (eg, CSTC visits, CO/Trg Conferences,SAVs, AGMs, Training Activities) to promote and engage stakeholders indiscussions about the CPGI.

National andRegional

Level Leaders

Phase 1and

Ongoing

12.2.3 Provide tools to National / Regional Leaders to support promotional efforts.DGRC PAOand RCSU

PAOsPhase 1

Goal #13: Report on local, regional and national progress of the Cadet Population Growth Initiative.


ProgressMonitoring

Objective #1: Share best practices, lessons learned and progress tow ards Cadet popul ation grow th objecti ves.

13.1.1Report on and promote progress through the applicable chain of command andshare best practices and lessons learned with other corps / squadrons via the

Attraction and Retention Forum on CadetNet.

Corps /Squadron

StaffOngoing

13.1.2Promote and celebrate CPGI successes and find ways to mark theseoccasions with those responsible at all levels of the organization.

National,Regional and

LocalLeaders

Ongoing

Theme Nine: Cadet Membership and Corps/Squadron Viabilit y Rationalization: Rationalizing Cadetmembership requirements would ensure that youth can join the Cadet Program and depart at optimaltimes allowing for an increase in enrolment and for Cadets to remain in the program longer.

Addi tionally, it is important to rat ional ize corps / squadron viabil ity requirements, particu lar lyregarding the minimum authorized strength for Cadet (30) and COATS / CIC members (4), to accountfor those small but mighty units conducting a quality program.

Goal #14: Rationalize Cadet membership requirements.


ProgressMonitoring

Objective #1: Review the mini mum age to become and maximum age to st ay a Cadet.

14.1.1

Examine the possibility of allowing:

youth who are starting Grade 7, or equivalent, on 1 September to becomemembers of the Cadet Program; therefore allowing certain youth who areeleven years of age to join; and

youth turning 19 between January and June to stay and complete the trainingyear.

D Cdts 2 Phase 2

Goal #15: Rationalize the definition, related criteria and evaluation methods associated with corps /squadron viability.

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ProgressMonitoring

Objective #1: Review and update CATO 11-10 Cadet CorpsFormation, Affili ation, Designation, Sponsor, Viability,Amalgamat ion or Disband ment

15.1.1Review the requirement to have a minimum of 4 officers of the CIC alreadyenrolled or in the process of being enrolled before forming a Cadet unit asindicated in CATO 11-10.

D Cdts 2 Phase 2

15.1.2 Adopt / adapt aspects of RCSU(Pra)s Corps Management / Evaluation supportprocess / tools into an updated CATO 11-10, Annex E Viability of a CadetCorps.

D Cdts 2 Phase 2

Goal #16: Enhance the interconnectivity between the Navy League Cadet and Sea Cadet Programsand relationships between key stakeholders.


ProgressMonitoring

Objective #1: Increase the num ber of Navy League Cadets t hat become Cadets, specifically Sea Cadets.

16.1.1Examine the current statistical rates of Navy League Cadets that becomeCadets, specifically Sea Cadets.

SSO SeaCadets / Navy

League ofCanada

Phase 1

16.1.2Consider the possibilities of conducting joint training activities between NavyLeague Cadets and Sea Cadets.


League ofCanada

Phase 1

16.1.3

Review and update existing policies (eg, CATO 11-09 Volunteering with theNavy League Cadets) and practices (eg, outreach, meetings) that would lead toenhanced collaboration and improved relationships between the Navy Leagueand Sea Cadet Programs.


League ofCanada

Phase 2

16.1.4Develop and implement a strategy and action plan to increase the number ofNavy League Cadets that become Cadets, specifically Sea Cadets.

SSO SeaCadets and

Navy Leagueof Canada

Phase 2

Theme Ten: CSTC Program Component: Although corps / squadrons were the main focus of thisMIP, the CSTC program component has the potential to in fluence attraction and retention effort s

inherent with the CPGI overall. CSTC stakeholders are expected to consider how the previousthemes apply to this significant component of the Cadet Program.

Goal #17:Apply CPGI themes three to eight within the context of the CSTC Program component.

cadet population growth initiative master implementation plan

Documents