cadet renewal plan

RENEWALOF THE CADET AND JUNIOR

CANADIAN RANGERS PROGRAMS

MAP

PING

THE

FUT

URE

“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”

02 Message from the Canadian Armed Forces Command Team

03 Message from the Cadet Leagues

04 Foreword by Chief Reserves and Cadets

Renewal Guidance08 Renewal Framework

08 Renewal Foundation

09 Renewal Goals

09 Investing in the Programs

09 Desired End State

execution21 Managing Resources

21 Project Management

22 Renewal Communications

22 Monitoring and Reporting

Table of ConTenTs

MovinG towaRds Renewal05 Background

05 Impetus for Renewal

06 Key Program Principles

07 Program Benefits

action Plan10 Phases and Sequencing

12 Phase 1

16 Phase 2

19 Phase 3

05

10

08

21

annexes23 Annex A – Action Plan

29 Annex B – Acronyms and Abbreviations

list of fiGuRes08 Figure 1 – Renewal Framework

10 Figure 2 – Phase Overview

11 Figure 3 – Sequenced Objectives

list of tables12 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

02

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 Canada’s 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 Canada’s 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.

“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

“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 program-ming for many years to come.”

— CDS

General T.J. Lawson Chief of the Defence Staff

Chief Warrant Officer K.C. West CF Chief Warrant Officer

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Mapping the Futurerenewal oF the Cadet and JCr prograMs

W. Foster, President Army Cadet League of Canada

T. White, President Air Cadet League of Canada

R. Buck, President Navy League of Canada

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 Canada’s youth within the current program thereby fulfilling our ultimate goal of ensuring their successful transition into the leaders and engaged citizens of tomorrow.

04

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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backGRound

The Cadet and JCR Programs are the largest federally-sponsored 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 community-based 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

Moving Towards renewal

06

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 neighbour-hoods 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:

> Strengthening program delivery at corps, squadrons and patrols;

> Reducing bureaucracy and streamlining administration across the organization;

> Improving the balance between local and advanced training opportunities for Cadets and JCRs;

> 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.

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:

> invite all canadian youth. Cadet and JCR Programs are open to all youth age 12 to 18 who are Canadian citizens or are authorized to reside in Canada. Although the program is expected to be physically and mentally challenging, there will be no artificial barriers developed which preclude participation based on gender, race, culture, religion, education, socioeconomic status or ability. The programs will make reasonable efforts to accommodate.

> instil canadian Military values. The development 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.

> develop citizenship, leadership, and fitness. The 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.

> balance safety and challenge. Youth and their parents 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.

> leave a Positive lifelong impact. Whether youth stay 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.


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PRoGRaM benefits

In support of the key program principles, renewal will provide greater opportunity to bring benefits to the local corps, squadrons, and patrols. These will be realized through a series of short-term and long-term improvements.

Renewal will be conducted between 2013 and 2018 and is divided into three phases over this five-year period.

Phase 1 will start with updating governance, command and control and support models in order to ensure that adequate risk-based decision making and support are provided to ensure that decisions can be made more locally and bureaucracy and administration are reduced. The first phase will also include work to build staff capacity, outreach and communication capacities.

The second phase will focus on reducing the administration and support practices and documentation, streamlining program guidance, ensuring coherent policy guidance is in place from the GoC and DND, and completing a comprehensive review of the Cadet, JCR and CIC Training Programs.

The final phase will expand and enhance the network of community support with our partners and review human resource policies.

Throughout renewal, there will be a fundamental focus on program growth and managing internal resources.

Notwithstanding the broader renewal benefits, the CAF has identified the following short-term improvements:

> Provide more practical clothing for cadets, in the form of a field training uniform, to complete outdoor training while maintaining the current dress uniform; and

> Foster stronger ties between the Cadet and JCR Programs and the CAF.

The CAF has identified the following short-term improvements for local sponsoring committees and CAF leaders:

> Assist corps and squadrons struggling financially by restructuring the Local Support Allocation;

> Encourage and enable more fitness-related activities at corps and squadrons by enhancing access to public funds for these initiatives; and

> Allow corps, squadrons, and patrols more discretion 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 to expand the availability of Cadet and JCR Programs within communities and concurrently strive to provide a more challenging activity base;

> Enhance the ability of trainers to conduct the programs through a modernized administrative and support structure that is service oriented to the corps, squadrons, and patrols; and

> Expand upon and reinforce existing support networks available through the CAF, Leagues, and community sponsors.

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 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.

Renewal foundation

In moving the renewal process forward, the VCDS and senior program leadership believe that:

> The mandates of the Cadet and JCR Programs remain sound and beneficial to the DND / CAF as a whole;

> The involvement of local communities, sponsors and the Leagues are key to corps, squadron, and patrol success;

> 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;

> Youth leading youth is a basic tenet of both the Cadet and JCR Programs; and

> Youth have access to a program that is safe, fun, and challenging while respecting all laws and regulations as well as managing risk.

renewal guidanCe

figure 1 – Renewal framework

Governance

youth development focus

community based Programs

Invi

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Bal

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lleng

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Prov

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Pos

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Li

felo

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pactGoal 1:

Deliver a Quality

Community-level Youth

Program

Goal 2:Emphasise

the Five Key Program

Principles

Goal 3:Reduce

and Align Program

Overhead

Goal 4:Consolidate

and Align Program Initiatives

Goal 5:Identify

Key Program Components and Develop

a Funding Model

Goal 6:Link with

Government, Priorities,

Strategies, and Missions

aligned canadian armed forces structure

strong delivery Partnership canadian armed forces with leagues and communities

effective and efficient cadet and JunioR canadian RanGeR PRoGRaMs

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Renewal Goals

Through renewal, the CAF, in consultation with its key stakeholders, will consolidate the major program initiatives, influences, and reports into one transformational renewal activity. The CAF will:

G1> Deliver a quality community-level youth program through a strong and competent leadership team, with shared responsibility between the CAF, Communities, and Cadet Leagues.

G2> Emphasize the five key program principles as the main drivers to deliver quality programs that develops, excites and engages Canadian youth with a balance of activities throughout the year, both in their communities and through advanced training.

G3> Reduce and align overheads in command, control, administration, and support to ensure the maximum allocation of resources are dedicated directly to the development of youth.

G4> Consolidate and align the major program initiatives, influences, and reports to deliver a more effective program.

G5> Identify the key program components and develop a related funding model.

G6> Ensure that clear program linkages are established and documented with GoC / DND / CAF strategies and missions.

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 reinvest-ment 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.

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.

E2> Delivers on the five key principles.

E3> Develops youth through a safe, challenging, and evolutionary curriculum.

E4> Has 70,000 Cadets and 153 JCR patrols.

E5> 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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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 CAF’s 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 (D Cdts & 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.

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.

aCTion Plan 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

and support

> Program Guidance

> Policy alignment

Phase 3> administration

and support

> community support

> human Resources

> training Programs

> Program Growth

> Manage Resources

> coats Policy

> Program Growth

> Manage Resources


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Within each of the phases, the objectives have been further rationalized, sequenced and allocated to various Fiscal Years (FYs) based on priorities, dependencies, level of effort, and available resources (Figure 3).

As one begins to consider the execution of this plan, it should be noted that the Action Plan recognizes that D Cdts & JCR will engage stakeholders, and address changes when appropriate and required, address changes. Therefore, it is essential that priority be given to forging effective partnerships with stakeholders and convening cross-functional teams (where appropriate) to facilitate a comprehensive and coordinated approach to completing items within the Action Plan.

figure 3 – sequenced objectives

FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18

Phase 1 Phase 2 Phase 3

3.1 Governance

3.2 Command & Control Structure 3.4 Streamline Administration and Support Procedures

1.3 Risk Matrix 6.2 Program Guidance Documentation

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

1.1 Expand Community Support

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table 1 – Renewal Phase 1

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

background: The current governance is ineffective and inefficient and the lack of a formalized governance framework does not include all stakeholders’ at all appropriate levels.

intent: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.

outputs:supporting information

timelineReporting

Phasecompletion

task end state Ref fy quarter Mechanism authority frequency

Cadet and JCR Governance 3.1.1 E1 – E10 CRS 1 13/14 Q2 Decision Brief – Governance

Chief of the Defence Staff (CDS)

Final

Service Level Governance Charters 3.1.2 E1 – E10 CRS 1 13/14 Q4 Governance Charter VCDS Final

objective: 3.2 Optimize the Command and Control and support structure processes of the programs.

background: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.

intent: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.


timelineReporting

Phasecompletion


Organizational Review 3.2.1 E1, E5 – E9 CRS 1 13/14 Q1 BN VCDS Final

Existing Key Processes 3.2.2 E1, E5 – E9 CRS 1 13/14 Q2 Report DGRC Final

Key Processes Proposal 3.2.3 E1 – E10 CRS 1 13/14 Q2 Decision Brief – Key Process Courses of Action (COA) DGRC Final

Organizational Structure Proposal 3.2.4 E1 – E10 CRS 1 13/14 Q2 Progress Brief DGRC Bi-Weekly

Organizational Structure Proposal 3.2.5 E5 – E9 CRS, RCIS

Study 1 13/14 Q2 Decision Brief – Organizational Structure VCDS Final

renewal overviewTasks 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.


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objective: 1.3 Identify and implement a minimum acceptable risk level which ensures that the conduct of Cadet and JCR Programs is safe, legal, and the activities are challenging and fun.

background:The DND / CAF Integrated Risk Management Policy outlines a framework to identify, assess and prioritize, respond, and monitor and evaluate key risks. Implementation of risk management within Cadet and JCR Programs needs to develop to the largest extent possible.

intent: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.


timelineReporting

Phasecompletion


Risk Matrix/Strategy 1.3.1 E2, E3, E5, E7, E8

VCDS Guidance for Renewal (VCDS GR)

1 13/14 Q4 Briefing Note (BN) VCDS Final

objective: 5.1 Identify and promulgate effective program Support Models that ensure a majority of resources are geared toward the delivery of community-based programming.

background: The Cadet and JCR Programs are costly to deliver with relatively high management and administration costs.

intent: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.


timelineReporting

Phasecompletion


Cadet Program Support Model 5.1.1

E2, E3, E4, E5, E6, E7, E8, E9

CRS 1 14/15 Q1 BN VCDS Final

JCR Program Support Model 5.1.2

E2, E3, E4, E5, E6, E7, E8, E9

CRS, JCR Programme Planning Guidance (PPG)

1 14/15 Q1 BN VCDS Final

objective: 4.2 Close-out major Cadet and JCR Programs initiatives.

background:

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.

intent: As required, major initiatives will be closed and the outstanding items will be captured within renewal. Organizational efforts should focus on continued implementation.


timelineReporting

Phasecompletion


Close-out Briefing Note

4.2.1 4.2.2 4.2.3 4.2.4

E2, E3, E4, E5, E6, E7, E8, E9, E10

CPU, VCDS GR 1 14/15 Q1 BN D Cdts & JCR Final

Renewal Communications Plan 4.2.5 E8, E9, E10 New 1 14/15 Q2 Public Affairs (PA) Approach,

Communications Plan DGRC Final

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objective: 1.4 Build adult leader and volunteer capacity to support the Cadet and JCR Programs.

background: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.

intent:

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.


timelineReporting

Phasecompletion


GAP Package, Qualification Standard (QS), Training

Plan (TP), IG1.4.1

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

Minister of National Defence (MND)

1 14/15 Q1 BN, QSP, TP, IG D Cdts & JCR Final

HR Management Plan (community-level

establishments)

1.4.2 1.4.3

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

MND 1 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.

intent: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.


timelineReporting

Phasecompletion


Outreach Strategy1.5.1 1.5.2 1.5.3

E1, E4, E5, E9 MND 1 14/15 Q1 BN 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: 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.

intent: Improve community support for corps, squadrons, and patrols to enable better delivery of local training programs.


timelineReporting

Phasecompletion


Public Affairs Strategy

1.6.1 1.6.2 1.6.3 1.6.4

E1, E6, E8, E9

Public Opinion Research (POR), Renewal

1 14/15 Q1 PA Approach, Communications Plan DGRC Final


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objective: 4.3 Grow the Cadet and JCR Programs.

background: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.

intent: 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.


timelineReporting

Phasecompletion


Program Sustainability Plan

4.3.1 4.3.2 4.3.4 4.3.5 4.3.6

E2, E3, E4, E5, E8, E9

VCDS GR, POR, Strategic Initiating Directive (SID)

1 14/15 Q1 BN VCDS Final

Cadet Program (CP) Population Growth Plan 4.3.3 E2, E4, E9 CPGI, SID,

VCDS GR 1 14/15 Q1 BN DGRC Final

JCR Patrol Growth Plan 4.3.7 E2, E4, E9JCR PPG, SID, VCDS GR

1 14/15 Q1 BN DGRC Final

objective: 5.2 Identify risks and manage GoC / DND resources.

background: 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.

intent: Enable program reinvestment by prioritizing activities, adjusting allocations, and ensuring that resulting changes to programs are understood.


timelineReporting

Phasecompletion


Impact Assessment 5.2.1 E9, E10Strategic Review (SR)

1 14/15 Q1 Progress Brief D Cdts & JCR Monthly

Impact Mitigation Strategy 5.2.2 E9, E10

SR, Deficit Reduction Action Plan (DRAP)

1 14/15 Q1 Progress Brief D Cdts & JCR Monthly

alignmentA 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.

16

Phase 2

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


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

background: 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.

intent: 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.


timelineReporting

Phasecompletion


Decision Brief – Organizational Structure 3.4.1 E5, E6, E7,

E8, E9, E10 CRS 3 17/18 Q3 BN VCDS Final

Administrative Review

3.4.2 3.4.3 3.4.4 3.4.5 3.4.6

E2, E3, E7, E8, E9, E10

CRS, VCDS GR, Ministerial Directives (Min Dir)

3 17/18 Q3 BN DGRC Final

CAF Interface 3.4.7 E6, E7, E8, E9, E10 New 3 17/18 Q3 BN CDS Final

objective: 6.2 Implement a cyclical Program Guidance process.

background: 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.

intent: 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.


timelineReporting

Phasecompletion


Implement Program Guidance Documentation

6.2.1 6.2.2 6.2.3

E1 – E10 VCDS GR 2 15/16 Q3

Letter VCDS Final

Campaign Plan DGRC Final

BN D Cdts & JCR Final


17

objective: 2.2 Develop and deliver quality programs which develops, excites and engages Canadian youth with a balance of activities and participation expectations.

background: 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.

intent: Further develop the Cadet and JCR Programs using the key program principles as drivers while maintaining a flexible approach to training.


timelineReporting

Phasecompletion


Promulgate a Quality Performance Matrix 2.2.1 E2 VCDS GR 2 15/16 Q4 BN D Cdts & JCR Final

Update Policy, (QSP) and (IG)

2.2.2 2.2.3 2.2.4

E2, E3, E8

Youth Advisory Panel (YAP), CPU

2 15/16 Q4 BN, Policy Document, QSP, IG D Cdts & JCR Final

CDS Direction on CAF Famil. support to Cadets and JCRs

2.2.4 E2, E3, E9 CPU 2 15/16 Q4 Letter CDS Final

Electronic ‘Tool Box’ of Related Tips and Tricks 2.2.5 E2, E3 YAP 2 15/16 Q4 Progress Brief D Cdts & JCR Bi-Weekly

Rewards and Recognition Strategy 2.2.6 E2, E3, E7 Renewal 2 15/16 Q4 BN D Cdts & JCR Final

Uniform Modernization Report 2.2.7 E2, E3, E7 YAP 2 15/16 Q4 BN D Cdts & JCR Final

objective: 2.1 Build into the programs the means for youth to get actively involved in leading at multiple levels.

background: Youth leading youth is a basic tenet of the Cadet and JCR Programs.

intent: Build and develop leadership and administrative skills in a progressive manner which results in greater responsibility for senior cadets and JCRs.


timelineReporting

Phasecompletion


Youth Voice Plan 2.1.1 E2, E3 CPGI, POR 2 15/16 Q4 Report DGRC Final

Youth Demographics Integration Plan 2.1.2 E2, E3 CPGI 2 15/16 Q4 Report D Cdts & JCR Final

objective: 3.3 Optimize organizational partnerships through clear and supportive structures and agreements.

background: The structure of the current organizational partnerships is complex and lacks effectiveness, efficiency, ability to make routine decisions, and stakeholder voice.

intent: Develop a simple committee structure inherent at all levels of the DND / CAF to provide the contribution and voice of all stakeholders.


timelineReporting

Phasecompletion


Management Committees 3.3.1 E1 – E10 VCDS GR 2 15/16 Q3 Committee Charters VCDS Final

Updated Leagues / DND MoU 3.3.2 E1 – E10 CRS 2 15/16 Q2 Memorandum of

Understanding (MoU) VCDS Final

18

objective: 6.1 Support GoC and DND strategies, priorities, and policies.

background: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.

intent: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.


timelineReporting

Phasecompletion


Strategic Policy Alignment

6.1.1 6.1.2 6.1.3 6.1.4

E9, E10

CRS, VCDS GR, Program Activity Architec-ture (PAA)

2 15/16 Q4 PAA VCDS Final

objective: 4.1 Implement planned changes to training programs and initiatives.

background: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.

intent: To continue implementation of any planned program updates in keeping with the VCDS’ strategic direction.


timelineReporting

Phasecompletion


Cadet Training Program Implementation &

Continuous Improvement Guidance

4.1.1 E2, E3, E4, E7, E8, E9 CPU 2 14/15 Q2 BN, Plans D Cdts & JCR Final

JCR Training Program Implementation &


4.1.2 E2, E3, E4, E7, E8, E9 JCR PPG 2 14/15 Q2 BN, Plans D Cdts & JCR Final

CIC Training Program Implementation &


4.1.3 E2, E3, E4, E7, E8, E9

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

2 14/15 Q2 BN, Plans D Cdts & JCR Final

alignmentA 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.


19


objective: 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.

background: Community support, facilities, and public affairs support form several of the key factors to Cadet and JCR Programs success.

intent: Improve community support for corps, squadrons, and patrols to enable better delivery of local training programs.


timelineReporting

Phasecompletion


Facility SOR and Responsibility Matrix 1.1.1 E1, E7 CPGI 3 16/17 Q4 Report VCDS Final

Partnership Engagement Plan 1.1.2 E1 – E10 CRS 3 16/17 Q4 BN

D Cdts & JCR, League Presidents

Final

Community Support Engagement Plan 1.1.3 E1, E7 CPGI 3 16/17 Q4 BN

D Cdts & JCR, League Presidents

Final

objective: 1.2 Identify and action ways to embed a strong and competent Human Resources capability at the community level (corps, squadron, and patrol).

background: Some corps, squadrons, and patrols do not have a full establishment of trained and qualified CIC Officers, Canadian Rangers (CR) and / or COATS members.

intent: Ensure that each and every unit has the required trained staff to support a vibrant corps, squadron, and patrol.


timelineReporting

Phasecompletion


Updated Job Bases Structure (JBS) (COATS) 1.2.1 E1, E5, E7,

E8, E9

CIC MES CMP, CIC OSP

3 17/18 Q1 BN D Cdts & JCR Final

Human Resources (HR) Management Plan (community-level

establishments)

1.2.2 E5 VCDS GR 3 17/18 Q1 BN D Cdts & JCR Final

Volunteerism and Augmentation Study and

Report1.2.3 E1, E7, E8 CRS 3 17/18 Q1 Report DGRC Final

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.

objective: 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.

background: 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.

intent: Review and modernize COATS Human Resource policies and directives to improve Human Resources management to support the Cadet and JCR Programs.


timelineReporting

Phasecompletion


Updated COATS HR Policy and Directives 3.5.1 E5, E6, E7,

E8, E9, E10CIC MES CMP 3 17/18 Q3 Progress Brief D Cdts & JCR Bi-Weekly

20

21


The plan provides the roadmap for moving forward and will be executed through consultation, collaboration and coop-eration 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.

ManaGinG ResouRces

In order to manage the improvement process and achieve the goals, D Cdts & 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 (C Res & 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.

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.

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.

exeCuTionGenerally, 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 docu-mentation for senior program leadership consideration.

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:

> build momentum and move the organization forward through change;

> 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.

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Renewal coMMunications

Communication about renewal is one of the most important tasks within the project. The Renewal Coordination Cell will provide timely and accurate information in a variety of ways to meet the varying needs of stakeholders. In addition, this communication will be a two-way dialogue to ensure that team members also receive feedback. The following key tools will be used to help keep everyone informed and to encourage continued involvement in the renewal process:

> 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 (DM), CDS and VCDS;

> Commanders of the Royal Canadian Navy, Canadian Army and Royal Canadian Air Force (Comd RCN, Comd CA, Comd RCAF);

> C Res & Cdts and DGRC;

> Navy League of Canada, Army Cadet League of Canada and Air Cadet League of Canada;

> Region Commanders (Reg Cdrs), RCSU COs and CRPG COs;

> D Cdts & JCR;

> Cadets and JCRs;

> COATS, CR, Regular Force (Reg F), Civilian Instructors (CIs), Primary Reserve (P Res) and Public Service staff;

> Parents, Civic Leaders, Adult Committees, and Local Sponsors; and

> 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.

table 4 – Reporting Requirements

Reporting target audience Purpose frequency

C Res & Cdts DGRC VCDS Varies by situation. As directed.

C Res & Cdts DGRC D Cdts & JCR

National Cadet Council Member-ship

Inform senior program stakeholders of progress towards milestones, activities, and deliverables and highlight key issues affecting the initiative.

Bi-Annually

D Cdts & JCR D Cdts & JCR 7

C Res & Cdts DGRC

Inform senior Renewal sponsors of progress towards milestones, activities, and deliverables and highlight key issues affecting the initiative.

Quarterly

D Cdts & JCR 7 D Cdts & JCR D / D Cdts & JCR

Inform Director of progress overall, highlight key issues affecting the initiative and inform of decisions on corrections and adjustments.

Monthly

D Cdts & JCR 7 WG OPIs Renewal Steering Committee Review overall progress and obtain information to help

decide on corrections and adjustments. Quarterly

D Cdts & JCR D Cdts & JCR 7

RCSU and CRPG COs, League Executive Directors, and Canadian Rangers National Authority (CRNA)

Inform senior program leaders of the overall progress towards milestones, activities, and deliverables and highlight key issues affecting the initiative.

Quarterly


23

annex a – action Plan

table 5 – objectives and tasks by Goal

Goals objectives outputs References end state

1 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

1.1.1

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)

Facility SOR and Responsibility Matrix CPGI E1, E7

1.1.2Enhance professional, respectful relationships by under-standing the roles, mandates and limitations of partners at the community level

Partnership Engagement Plan CRS E1, E5, E6, E7, E8,E9

1.1.3 Build community support for JCR Patrols Community Support Engagement Plan JCR PPG E1, E4, E5, E7,

E8, E9

1.2 identify and action ways to embed a strong and competent human Resources capability at the community level (corps, sqn, and patrol)

1.2.1 Review and update the COATS Job based Specification (JBS) Updated JBS COATS

CIC MES CMP / CIC Training Organization Strategic Plan (CIC Trg Org SP)

E1, E5, E7, E8, E9

1.2.2Develop a plan to have a full complement of part-time COATS / Canadian Ranger members at each corps, squadron, patrol

HR Management Plan (community-level establishments)

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

1.2.3

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

Volunteerism and Augmentation Study and Report

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

1.3.1Develop 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

1.4 build adult leader and volunteer capacity to support the cadet and JcR Programs

1.4.1 Develop and deploy an at-risk youth education and training package for all adult program leaders and volunteers

GAP Package, Qualification Standard (QS), Training Plan (TP), IG

Minister of National Defence (MND)

E1, E2, E3, E5, E9

1.4.2Develop a plan to increase the number of part-time COATS members at select urban corps and squadrons to support youth at risk


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

1.4.3Develop 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


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

24

1.5 enhance public awareness, outreach, and partnerships for the cadet and JcR Programs to attract a larger number of canadian youth

1.5.1Develop a public awareness strategy for the Cadet and JCR Programs at the local, regional, provincial / territorial and national levels

Outreach Strategy MND E1, E4, E5, E9

1.5.2Develop an outreach program that identifies specific youth demographics and geographic areas that would benefit from the Cadet and JCR Programs

Outreach Strategy MND E1, E4, E5, E9

1.5.3 Develop partnerships with OGDs, NGOs, and private sector supporters Outreach Strategy MND E1, E4, E5, E9

1.6 develop and implement a consistent message on renewal while building communications capacity in the cadet and JcR Programs

1.6.1

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

Public Affairs Strategy POR E1, E6, E8, E9

1.6.2 Define balance between local, regional and national Public affairs direction. Public Affairs Strategy POR E1, E6, E8, E9

1.6.3 Develop common tools for local use within a national Public Affairs strategy Public Affairs Strategy POR E1, E6, E8, E9

1.6.4 Develop a Renewal Plan communications strategy Public Affairs Strategy Renewal E1, E6, E8, E10

2 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 build in to the programs the means for youth to get actively involved in leading at multiple levels

2.1.1Increase 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

2.1.2Monitor Cadet and JCR Program’s population demographics data to define how changes in demographics will inform decision making

Youth Demographics Integration Plan CPGI E2, E3

2.2 develop and deliver quality programs which develops, excites and engages canadian youth with a balance of activities and participation expectations

2.2.1 Utilise the five key program principles as drivers to deliver quality programs

Promulgate a Quality Performance Matrix VCDS GR E2

2.2.2 Alleviate the time commitment pressure facing cadets, particularly senior cadets

Update Policy and QSP (Attendance / Program Flexibility)

YAP E2, E3, E8

2.2.3Increase the Cadet Program’s flexibility and balance the level of participation intensity and expectations at the local level

Update Policy and QSP (Attendance / Program Flexibility)

YAP E2, E3, E8

2.2.4 Improve the CAF familiarization experience for all cadets

CDS Direction on CAF Familiarization support to Cadets and JCRs and Update QSP / IG

CPU E2, E3, E9

2.2.5 Create a welcoming, dynamic and fun corps, squadron, and patrol environment

Electronic ‚Tool Box‘ of Related Tips and Tricks YAP E2, E3

2.2.6 Outline a Rewards and Recognition Strategy that incorporates youth input

Rewards and Recognition Strategy Renewal E2, E3, E7

2.2.7 Rationalize the Cadet uniform (inclusive of rewards, recognition, and badging) Uniform Modernization Report YAP E2, E3, E7


25

3 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 optimize the governance structure for the cadet and JcR Programs

3.1.1 Review current governance and align to CAF requirements Cadet and JCR Governance CRS E1 – E10

3.1.2 Outline the governance responsibilities for varying levels of the organization and partnership interface

Service Level Governance Charters CRS E1 – E10

3.2 optimize the command and control and support structure processes of the programs

3.2.1 Review current organizations (D Cdts & JCR, RCSU and related CRPG) Organizational Review CRS E1, E5, E6, E7,

E8, E9

3.2.2 Review current organizational processes Existing Key Processes CRS E1, E5, E6, E7, E8, E9

3.2.3 Outline key processes that best supports community-level programs Key Processes Proposal CRS E1 – E10

3.2.4 Identify an organizational structure that best supports community-level programs

Organizational Structure Proposal CRS E1 – E10

3.2.5Review 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 Structure Proposal CRS / RCIS Study E5, E6, E7, E8,

E9

3.3 optimize organizational partnerships through clear and supportive structures and agreements

3.3.1Develop 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

Management Committees VCDS GR E1 – E10

3.3.2 Review and update the MOU with the Cadet Leagues Updated League / DND MOU CRS E1 – E10

3.4 streamline and implement policy, administrative, and support procedures that ensures a minimum burden is placed on the corps, squadron and patrols

3.4.1 Ensure that overhead costs related to the Cadet and JCR Programs are minimized Decision Brief – Org Structure CRS E5, E6, E7, E8,

E9, E10

3.4.2

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))

Administrative Review CRS E8, E9, E10

3.4.3

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)

Administrative Review CRS E7, E8

3.4.4 Reduce administration and bureaucracy for the corps and squadron Administrative Review CRS E7, E8

3.4.5Ensure that policies and administration process continue to be the most effective and appropriate procedures to support the delivery of the JCR Program

Administrative Review CRS E2, E3, E7, E8, E9, E10

3.4.6 Align electronic management tools (Fortress), CAF enterprise, etc. Administrative Review VCDS GR E7, E8, E9, E10

3.4.7 Identify an effective and efficient CAF interface / alignment of Base support for the Cadet Program CAF Interface Renewal E6, E7, E8, E9,

E10

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

3.5.1 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

26

4 consolidate and align the major program initiatives, influences, and reports to deliver a more effective program execution.

4.1 implement planned changes to training programs and initiatives

4.1.1 Implement planned changes to the Cadet training program Cadet Training Program Implementation Guidance CPU E2, E3, E4, E7,

E9

4.1.1.1

Refine the Cadet Development model and further develop an Integrated Training System approach (modeled on Canadian Forces Individual Training and Education system (CFITES))

Updated Cadet Training and Development Model Renewal E2, E3, E9

4.1.1.2 Evaluate and validate Cadet Program training and make relevant improvements (continuous improvement)

Complete and Update CP Evaluation and Validation Plans CPU E2, E3, E8

4.1.2 Implement the planned JCR Program training JCR Training Program Implementation Guidance JCR PPG E2, E3, E4, E7,

E9

4.1.2.1 Refine the JCR Development model and further develop an Integrated Training System approach (modelled on CFITES)

Updated JCR Training and Development Model Renewal E2, E3, E8

4.1.2.2 Evaluate and validate the JCR Training Program and make relevant improvements (continuous improvement)

Create a JCR Evaluation and Validation Plan CRS E2, E3, E8

4.1.3Implement planned changes to the CIC Training Program to support the delivery of the Cadet and JCR Programs (IAW CFITES)

CIC Training Program Implementation Guidance

CIC MES CMP, CIC Trg Org SP

E2, E3, E4, E7, E9

4.1.3.1 Evaluate and validate the CIC Training Program and make relevant improvements (continuous improvement)

Complete and Update CIC Evaluation and Validation Plans CIC MES CMP E2, E3, E4, E7,

E9

4.2 close-out the major cadet and JcR Programs initiatives

4.2.1Close-out Cadet Program Update (CPU) and identify and migrate lesson learned, best practices, and tasks for continued action

Close-out Briefing Note CPU, VCDS GR E2, E3, E8

4.2.2Close-out Cadet Program Growth Initiative (CPGI) and identify and migrate lesson learned, best practices, and tasks for continued action

Close-out Briefing Note VCDS GR E2, E4, E5, E8, E9, E10

4.2.3Close out CIC Military Employment Change Management Project (MES CMP) and identify and migrate lesson learned, best practices, and tasks for continued action

Close-out Briefing Note CIC MES CMP, CIC Trg Org SP E5, E6, E8, E9

4.2.4 Close-out Ministerial Directives Close-out Briefing Note CRS E7, E8

4.2.5 Publicly acknowledge efforts and accomplishments Renewal Communications Plan Renewal E5, E6, E8, E9

4.3 Grow the cadet and JcR Programs

4.3.1 Identify the maximum and sustainable number of youth that could be engaged in the Cadet and JCR Programs Program Sustainability Plan MND, VCDS GR E2, E3, E4, E5,

E8, E9

4.3.2 Identify communities or youth that would benefit from participation in the Cadet and JCR Programs Program Sustainability Plan MND, VCDS GR E2, E4, E9

4.3.3 Grow the Cadet Program to 70,000 cadets CP Population Growth Plan MND, CPGI, VCDS GR, SID E2, E4, E9

4.3.4 Actively engage communities to potentially open new corps, squadrons, and patrols Program Sustainability Plan MND, VCDS GR E2, E4, E9

4.3.5Conduct an active liaison and education program with Leagues / CRPGs where there is a potential for program overlap

Program Sustainability Plan Renewal E1, E4, E9

4.3.6 Rationalize Cadet and JCR membership requirements to address entry based on age or school grade Program Sustainability Plan POR E2, E4, E9

4.3.7 Grow the JCR Program to 153 Patrols JCR Patrol Growth Plan MND, JCR PPG / VCDS GR E2, E4, E9


27

5 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

5.1.1

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

Cadet Program Support Model CRS E2, E3, E4, E7

5.1.1.1Identify the optimal level of resources and funding allocated to support the corps and squadron component of the Cadet Program

Cadet Program Support Model CRS E1 – E10

5.1.1.2Identify an optimal level of resources and funding allocated to the basic, intermediate and advanced level courses within the Cadet Summer Training Centre (CSTC) program


5.1.1.3Identify the optimal level of resources and funding that should be allocated toward discretionary RDA activities of the Cadet Program


5.1.1.4Identify the optimal level of resources and funding that should be allocated toward NDA and Non-discretionary RDA activities of the Cadet Program


5.1.1.5 Identify and consider areas, components or opportunities for Alternative Service Delivery Cadet Program Support Model CRS E1 – E10

5.1.1.6Develop policy to allocate funds to support transportation of cadets to and from corps and squadrons on regular parade nights or days

Cadet Program Support Model MND E1 – E10

5.1.2Maximize the training benefits to the greatest proportion of the JCR population and promulgate this optimal level through a fixed proportion of the JCR budget

JCR Program Support Model CRS, JCR PPG E2, E3, E4, E7

5.1.2.1

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

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 optimize participation of JCRs in enhanced training while maintaining flexibility to address the unique program needs


5.1.2.3

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


5.1.2.4 Identify and consider areas/components or opportunities for Alternative Service Delivery JCR Program Support Model CRS E1 – E10

5.2 identify risks and manage Goc/dnd resources

5.2.1 Manage planned reinvestments to support GoC initiatives Impact Assessment SR E9, E10

5.2.2 Mitigate department funding impacts on Cadet and JCR Programs Impact Mitigation Strategy SR E9, E10

6 ensure that clear alignments are established and documented with Goc / dnd / caf priorities, strategies and missions.

6.1 support Goc and dnd strategies, priorities, and policies

6.1.1 Adhere and be more closely aligned with relevant GoC legislation and regulations Strategic Policy Alignment CRS / VCDS GR E9, E10

6.1.2 Be responsive to relevant shifts in GoC strategies, priorities and policies Strategic Policy Alignment CRS / VCDS GR E9, E10

6.1.3Update the current PAA and capitalize on the opportunity to better align Cadet and JCR Programs with DND / CAF strategic level policy

Strategic Policy Alignment CRS / VCDS GR / PAA E9, E10

6.1.4 Identify and resolve any shortcomings in linkages of the Cadet and JCR Programs to the GoC and DND / CAF policy Strategic Policy Alignment CRS / VCDS GR /

PAA E9, E10

6.2 implement a cyclical Program Guidance process

6.2.1 Issue VCDS Strategic Intent for the programs through a Commander’s Intent document (Strategic Guidance)

Implement Program Guidance Documentation VCDS GR

E1, E2, E3, E4, E5, E6, E7, E8, E9, E10

6.2.2 Operationalize VCDS Guidance on Renewal through C Res & Cdts (D Cdts and JCR) Campaign Plan


E1, E2, E3, E4, E5, E6, E7, E8, E9, E10

6.2.3 Revise Business Planning process to meet the organizational structure


E1, E2, E3, E4, E5, E6, E7, E8, E9, E10

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29

annex b – acRonyMs and abbReviations

table 6 – acronyms and abbreviations

acronym / abbreviation term

ADM(Pol) Assistant Deputy Minister (Policy)

BN Briefing Note

C2 Command and Control

CAF Canadian Armed Forces

CF CWO Canadian Forces Chief Warrant Officer

CATO Cadet Administrative and Training Order

CDS Chief of the Defence Staff

CFITES Canadian Forces Individual Training and Education System

CI Civilian Instructor

CIC Cadet Instructors Cadre

CIC MES CMP Cadet Instructors Cadre Change Management Project

CIC OSP Cadet Instructors Cadre Occupational Specification

CIC Trg Org SP Cadet Instructors Cadre Training Organization Strategic Plan

CICTI Cadet Instructors Cadre Training Instructions

Comd CA Commander Canadian Army

Comd RCAF Commander Royal Canadian Air Force

Comd RCN Commander Royal Canadian Navy

COA Courses of Action

COATS Cadet Organizations Administration and Training Service

CP Cadet Program

CPGI Cadet Population Growth Initiative

CPU Cadet Program Update

C Res & Cdts Chief Reserves and Cadets

CR Canadian Ranger

CRPG Canadian Ranger Patrol Group

CRS Chief Review Services

DAOD Defence Administrative Orders and Directives

D Cdts & JCR Director Cadets and Junior Canadian Rangers

DM Deputy Minister of National Defence

DGRC Director General Reserves and Cadets

DND Department of National Defence

DRAP Deficit Reduction Action Plan

30

acronym / abbreviation term

ED Executive Director

ETS Enhanced Training Session

FY Fiscal Year

GoC Government of Canada

HR Human Resources

IG Instructional Guide

JBS Job Based Structure

JCR Junior Canadian Rangers

JCR PPG Junior Canadian Rangers Program Planning Guidance

Min Dir Ministerial Directives

MND Minister of National Defence

MoU Memorandum of Understanding

NCC National Cadet Council

OPI Office of Primary Interest

PA Public Affairs

PAA Program Activity Architecture

POR Public Opinion Research

P Res Primary Reserve

QR&O Queen’s Regulations and Orders

QS Qualification Standard

QSP Qualification Standard and Plan

RCSU Regional Cadet Support Unit

RCIS Regional Cadet Instructor School

Reg Comd Region Commander

Reg F Regular Force

SID Strategic Initiating Directive

SOR Statement of Requirement

SR Strategic Review

TP Training Plan

VCDS Vice Chief of the Defence Staff

VCDS GR VCDS Guidance for Renewal of the CF Funded Youth Program

WG Working Group

YAP Youth Advisory Panel

cadet renewal plan

Documents

renewal phase

jcr program renewal

renewal process

renewal plan

renewal framework10

cadet leagues04 foreword

direct support of cadet

sequencing12 phase