Renewal Failure - Update

OF THE CADET AND JUNIOR CANADIAN RANGERS PROGRAMS

ADDENDUM

VERSION 1.0 – Aug 2015

RENEWAL

MAPPING THE FUTURERENEWAL OF THE CADET AND JCR PROGRAMS

Renewal of the Cadet and Junior Canadian Rangers (JCR) Programs is a five year change initiative

launched in October 2013 by the Department of National Defence (DND) and the Canadian Armed Forces (CAF),

in tandem with the Navy League of Canada, the Army Cadet League of Canada and the Air Cadet League of Canada.

The initiative is aimed at improving delivery of the Cadet and JCR Programs by reducing overhead costs,

reinvesting resources in the community-level programs, and growing the Cadet and JCR populations.

A copy of this addendum, the initial renewal plan and other information on renewal

can be found on the renewal webpage on the Canadian Cadet Organizations extranet site

at https://portal-portail.cadets.gc.ca/en/renewal/Pages/home.aspx

Queries may be directed by email to

[email protected]

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RENEWAL OF THE CADET AND JCR PROGRAMS

MAPPING THE FUTURE

INTRODUCTION

Almost two years has passed since Renewal of the Cadet and Junior Canadian Rangers Programs was launched, and now the renewal plan is un-dergoing a slight realignment. While the overall intention of renewal, the six goals, the desired end-state, and the five key program principles remain unchanged, it is necessary at this time to realign the breakdown of the work as renewal transitions from phase one to phase two.

The realignment accounts for tasks achieved to date, tasks planned for in phase two and phase three and the influence of the Governance and Command and Control structure improvements coming into effect in 2015, as well as other emerging circumstances.

This addendum reflects the realignment and provides information on the updated work break-down structure for phases two and three. It includes the major tasks that will be carried out, the sequence in which they will be carried out, their estimated start and completion dates and the status of all tasks laid out in the initial renewal plan.


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UPDATED ACTION PLAN

The updated action plan details the breakdown of renewal objectives and deliverables into work packages that are undertaken by working groups or as staff tasks. It is summarized in the graphic below. More detailed information on the work packages is included in Annex A starting on the next page.

Within each of the phases, the work packages have been rationalized and sequenced with estimated start and completion dates based on priorities, dependencies, level of effort, and available resources.

Phase 1 Phase 2 Phase 3

FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19

2013 2014 2015 2016 2017 2018

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Notes: Phase 2 and Phase 3 tasks are subject to approval during the realignment planning now underway. Task bar indicates the start, finish and length of the various objectives/tasks.

LAUNCH CLOSEREALIGNMENT PERIOD

REALIGNMENT PERIOD

3.1 Governance Model 1.1 Local Facilities SOR3.3.2 DND and League MOU Update

3.2.1 and 3.2.2 Command and Control Structure (MOO/ICCT/TIP) 1.2.2 & 1.2.3 Unit Leadership Team Report6.2 Cyclical Program Guidance

3.2.4 Command and Control Structure (O&E) 3.5 HR Model and Plan3.4 Program Administration Review

2.1 Youth Voice Plan4.4 Program Sustainability Plan

5.1.1 Program Support Model 4.1 Continuous Improvement Model5.1.3 Cadet Program Costing

4.2 Close-out 2.2.1 Quality Performance Matrix5.1.2 JCR Program Costing

1.4.1 Positive Youth Development and Outreach Training 2.2.2 CAF Familiarization Support6.1 Strategic Policy Alignment

5.1.1.4 Staff Capacity – Additional Pay / Personnel 2.2.3 Dynamic Program Tool Box1.7 Internal Communication

1.5 Outreach Strategy2.4.1 Cadet and JCR Rewards

1.6 National Public Affairs Strategy2.4.2 Uniform Modernization

4.3.1 Cadet Population Growth Plan2.3 Program Flexibility

4.3.2 JCR Patrols Growth Plan1.3 Risk Matrix

5.2 Manage Resource Impacts

2.5 Customer Service

3.6 Selection Process


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UPDATED ANNEX A – ACTION PLAN BY GOALS, OBJECTIVES, AND TASKS

The layout and numbering of the action plan is organized by goal, objective and task and details the output, phase, and estimated work period. The last column shows dependencies with other tasks and the realignment status - whether work has been completed, merged, re-scoped, advanced, delayed, or added, etc. Grey text reflects work that has been completed or merged elsewhere and black text reflects work to be carried out.

GOALS, OBJECTIVES AND TASKS OUTPUTS / DELIVERABLES PHASE 1, 2 OR 3 ESTIMATED WORK PERIOD REALIGNMENT STATUS / DEPENDENCIES

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 (LEAGUE, 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 community level. Define a Statement of Requirement (SOR) for the local, community-level facilities

Facilities SOR 3 Jan 17 Oct 17 Re-scoped Connected to 3.3.2, 5.1.2 and 5.1.3

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

Partnership Engagement Plan Merged into 3.3.2

1.1.3 Build community support for JCR Patrols Community Support Engagement Plan

Merged into 4.4

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 Cadet Administration and Training Service (COATS) Job based Specification (JBS)

Updated JBS COATS Merged into 3.5

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

Unit Leadership Team Report 3 Apr 17 Mar 18 Re-scoped Connected to 3.2.4 and 3.5

1.2.3 Complete a review of volunteerism within Cadet and JCR Programs to optimize use of volunteers to augment unit leadership

Unit Leadership Team Report 3 Apr 17 Mar 18 Re-scoped Connected to 3.2.4 and 3.5

1.3 IDENTIFY AND IMPLEMENT A MINIMUM ACCEPTABLE RISK LEVEL WHICH ENSURES THAT THE CONDUCT OF CADET AND JCR PROGRAMS IS SAFE AND LEGAL, AND THE ACTIVITIES ARE CHALLENGING / FUN

1.3.1 Develop a risk management matrix for the Cadet and JCR Programs. Clearly define risk for each activity vs. lumping into common risk group

Risk Matrix / Strategy 2 Sep 15 Jun 16 Re-organizedShifted to Phase 2

1.4 BUILD ADULT LEADER AND VOLUNTEER CAPACITY TO SUPPORT THE CADET AND JCR PROGRAMS

COMPLETED / MERGED


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

Positive Youth Development and Outreach Training

1 Oct 13 Jan 15 Completed in Jan 15

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

HR Management Plan (community-level establishments)

Merged into 5.1.1 and 5.1.3

1.4.3 Develop a plan to increase the number of paid days for part-time COATS members at select rural corps and squadrons to support youth at risk

HR Management Plan (community-level establishments)

Merged into 5.1.1 and 5.1.3

1.5 ENHANCE PUBLIC AWARENESS, OUTREACH, AND PARTNERSHIPS FOR THE CADET AND JCR PROGRAMS TO ATTRACT A LARGER NUMBER OF CANADIAN YOUTH

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

Outreach Strategy 1 Oct 13 Aug 15 Re-scoped Concludes early in Phase 2

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

Outreach Strategy Merged into 4.4

1.5.3 Develop partnerships with other government departments (OGDs), non-government organizations (NGOs), and private sector supporters

Outreach Strategy 1 Oct 13 Aug 15 Concludes early in Phase 2

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 public affairs (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

National Public Affairs Strategy 1 Oct 13 Aug 15 Concludes early in Phase 2

1.6.2 Define balance between local, regional and national Public affairs direction National Public Affairs Strategy 1 Oct 13 Aug 15 Concludes early in Phase 2

1.6.3 Develop common tools for local use within a national Public Affairs strategy National Public Affairs Strategy 1 Oct 13 Aug 15 Concludes early in Phase 2

1.6.4 Develop a Renewal Plan communications strategy National Public Affairs Strategy 1 Oct 13 Aug 15 Concludes early in Phase 2

1.7 OPTIMIZE INTERNAL COMMUNICATION APPROACHES IN THE CADET AND JCR PROGRAMS

1.7.1 Rationalize internal communication tools to a common basis and produce internal communication direction for the new National Cadet and JCR Support Group (Natl CJCR Sp Gp)

Internal Communication Approach 2 Sep 15 Mar 16 New Stems from Phase 1 work Connected to 1.6, 3.4.6 and 6.2

UPDATED ANNEX A – ACTION PLAN BY GOALS, OBJECTIVES, AND TASKS (CONTINUED)

COMPLETED / MERGED


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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

2.1.1 Increase the level of youth engagement in the delivery of the Cadet and JCR Programs (especially those of more seniority / age)

Youth Voice Plan 3 Apr 17 Dec 17

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

Youth Demographics Integration Plan

Merged into 4.4

2.2 DEVELOP AND DELIVER QUALITY PROGRAMS WHICH DEVELOP, EXCITE AND ENGAGE CANADIAN YOUTH WITH A BALANCE OF ACTIVITIES AND PARTICIPATION EXPECTATIONS

2.2.1 Utilizing the five key program principles as drivers to deliver quality programs, develop a quality performance matrix and identify where to embed the key program principles in policy and training control documents

Quality Performance Matrix 3 Jan 17 Sep 17 Re-scoped Connected to 1.2.2, 1.2.3, 3.5 and 6.2

2.2.2 Improve the CAF familiarization experience for all cadets CDS direction on CAF familiarization support to Cadets and JCRs

3 Jan 17 Sep 17 Renumbered. It was 2.2.4

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

Electronic ‘Tool Box’ of Tips and Tricks

3 Sep 17 Jun 18 Renumbered. It was 2.2.5 Connected to 4.3 and 4.4

2.3 DEVELOP FLEXIBILITY IN THE CADET PROGRAM

2.3.1 Alleviate the time commitment pressure facing cadets, particularly senior cadets, and balance the level of participation intensity and expectations at the local level

Program Flexibility Strategy 2 Sep 15 Mar 16 Re-scoped Merged from 2.2.2 and 2.2.3 Connected to 2.4.1, 5.1.3, and 6.2

2.3.2 Enhance cadet training by improving training schedule flexibility, educating and mentoring staff on training delivery and alternative delivery approaches , and increasing use of available training management and best practice tools

Program Flexibility Strategy 2 Sep 15 Mar 16 Re-scoped Merged from 2.2.3 New work stemming from Phase 1 Connected to 2.4.1, 5.1.3, and 6.2

2.4 UPDATE THE CADET UNIFORM, REWARDS, RECOGNITION, AND BADGING

2.4.1 Review the rewards and recognition schemes and develop a framework and recommendations for enhancements. Incorporate youth input in the process

Rewards and Recognition Strategy 2 Sep 15 Oct 16 Re-scoped Renumbered. It was 2.2.6 Connected to 2.3.1 and 2.4.2

2.4.2 Rationalize the Cadet uniform (inclusive of rewards, recognition, and badging)

Uniform Modernization Strategy 2 Apr 16 Apr 17 Renumbered. It was 2.2.7 Connected to 2.4.1

2.5 IMPROVE THE CUSTOMER SERVICE APPROACH TO LEVEL 5 OF THE CCO WITH A PARTICULAR FOCUS ON THE CORPS AND SQUADRONS

2.5.1 Develop a customer service performance management framework that helps measure customer satisfaction regarding the level of support provided in delivering the program

Customer Service Performance Management Framework

1 Jan 15 Aug 15 New Concludes early in Phase 2 Connected to 3.4

COMPLETED / MERGED



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3 Reduce and align overheads in command, control, administration and support to ensure the maximum investment of resources is 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 1 Oct 13 Jan 15 Completed Jan 15

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

Service Level Governance Charters 1 Oct 13 Jan 15 Completed Jan 15

3.2 OPTIMIZE THE COMMAND AND CONTROL AND SUPPORT STRUCTURE PROCESSES OF THE PROGRAMS

3.2.1 Review current organizations (D Cdts & JCR, Regional Cadet Support Unit (RCSU) and related Canadian Ranger Patrol Group (CRPG) and develop Service Level Arrangements (SLA) with Regional Commanders and Environmental Chiefs

Ministerial Organizational Order (MOO), Intra-Capability Component Transfer (ICCT). Transfer Implementation Plan (TIP)

1, 2 Oct 13 Apr 16 Re-scoped Merged from 3.1.2 and 3.4.7 Continues thru Phase 2 Connected to 3.2.4

3.2.2 Review current (as-is) and outline future (to-be) key organizational processes

Improved Processes and Implementation Plans

1, 2 Oct 13 Apr 16 Re-scoped Merged from 3.2.3 Concludes early in Phase 2 Connected to 3.2.4

3.2.3 Outline key processes that best support community-level programs Key Processes Proposal Merged into 3.2.2

3.2.4 Identify an organizational structure (organization and establishment) at the national and regional levels that best supports community-level program delivery

Organizational Structure COAs and Implementation Plan

1, 2 Oct 13 Apr 16 Merged from 3.2.5 Continues thru Phase 2 Connected to 3.2.1 and 3.2.2

3.2.5 Review and update the study completed on the CIC Trg Org (RCIS and D Cdts) as part of the broader D Cdts & RCSU organizational review

Organizational Structure Proposal Merged into 3.2.4

3.3 OPTIMIZE ORGANIZATIONAL PARTNERSHIPS THROUGH CLEAR AND SUPPORTIVE STRUCTURES AND AGREEMENTS

3.3.1 Develop an enhanced “Management Team” approach to program delivery and input at the national, regional, and local levels with the aim of reinforcing the key priorities

Management Committees Merged into 3.1

3.3.2 Update and expand the Memorandum of Understanding (MOU) with the Cadet Leagues to better understand the current roles, mandates and limitations of all partners and to enhance the professional and respectful relationships

Updated League / DND MOU 2 Jan 16 Mar 17 Re-scoped Merged from 1.1.2 Connected to 3.1

COMPLETED / MERGED



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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 Merged into 3.2.1, 3.2.2 and 3.2.4

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))

Program Administration Review 2 Sep 15 Aug 16

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), Standard Operating Procedures (SoPs), Region Orders)

Program Administration Review 2 Sep 15 Aug 16

3.4.4 Reduce administration and bureaucracy for the corps and squadron Program Administration Review 2 Sep 15 Aug 16 Connected to 2.5 and 3.6

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

Program Administration Review 2 Sep 15 Aug 16 Connected to 2.5 and 3.6

3.4.6 Align electronic management tools (Fortress, CAF enterprise, etc.) Program Administration Review 2 Sep 15 Aug 16 Connected to 1.7.1, 2.5 and 3.6

3.4.7 Identify an effective and efficient CAF interface / alignment of Base support for the Cadet Program

CAF Interface Merged into 3.2

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 the Human Resource (HR) model and plan that supports the Cadet Program

HR Model and Plan 3 Apr 17 Dec 17 Re-scoped Advanced from Phase 3 Merged from 1.2.1 Connected to 3.2

3.6 SIMPLIPLIFY CADET REGISTRATION AND SELECTION PROCESSES

3.6.1 Simplify cadet registration for CTC, RDA, NDA activities; CTC staff selection; and CIC IT&E registration and selection

Administrative Review 1 Jan 15 Aug 15 New work stemming from Phase 1 Concludes early in Phase 2 Connected to 2.5 and 3.4

COMPLETED / MERGED



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

4.1 IMPLEMENT APPROVED CHANGES TO TRAINING PROGRAMS AND INITIATIVES AND IDENTIFY REQUIRED CHANGES ON A CONTINUOUS BASIS

4.1.1 Develop an integrated continuous improvement model for design, development, delivery, evaluation and validation of Cadet, JCR and adult staff and volunteer training. This must account for oversight and approvals of the new governance and command and control structures

Continuous Improvement Model 3 Sep 17 Jun 18 Merged from 4.1.1 to 4.1.3 Connected to 4.4

4.1.2 Implement the planned JCR Program training JCR Training Program Implementation Guidance

Merged into 4.1.1

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

Merged into 4.1.1

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

Create a JCR Evaluation and Validation Plan

Merged into 4.1.1

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

CIC Training Program Implementation Guidance

Merged into 4.1.1

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

Merged into 4.1.1

4.2 CLOSE-OUT THE MAJOR CADET AND JCR PROGRAMS INITIATIVES

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

Close-out Briefing Note 1 Apr 14 Jun 14 Completed Jul 14

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


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


4.2.4 Close-out Ministerial Directives Close-out Briefing Note Migrated back to staff

4.2.5 Publicly acknowledge efforts and accomplishments Renewal Communications Plan 1 Apr 14 Jun 14 Completed Jul 14

4.3 GROW THE CADET AND JCR PROGRAMS

4.3.1 Grow the Cadet Program to 70,000 cadets CP Population Growth Plan 1 Nov 13 Aug 15 Renumbered. It was 4.3.3 Plan development concludes early in Phase 2 Connected to 2.2.3 and 4.4

COMPLETED / MERGED



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4.3.2 Grow the JCR Program to 153 Patrols JCR Patrol Growth Plan 1 Nov 13 Aug 15 Renumbered. It was 4.3.7 Plan development concludes early in Phase 2 Connected to 2.2.3 and 4.4

4.4 MANAGE GROWTH OF THE CADET AND JCR PROGRAMS

4.4.1 Identify the maximum and sustainable number of youth that could be engaged in the Cadet and JCR Programs

Program Sustainability Plan 2 Sep 16 Aug 17 Renumbered Merged from 4.3.1 Connected to 3.5, 4.3, and 6.2

4.4.2 Identify communities and geographic areas that would benefit from participation in the Cadet and JCR Programs

Program Sustainability Plan 2 Sep 16 Aug 17 Renumbered / Re-scoped Merged from 4.3.2 Connected to 3.5, 4.3, and 6.2

4.4.3 Actively engage communities to potentially open new corps, squadrons, and patrols


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


4.4.5 Rationalize Cadet and JCR membership requirements to address entry based on age or school grade


4.4.6 Set up a means to monitor Canadian youth and Cadet and JCR Program’s population demographics data to define how changes in demographics will inform decision making

Program Sustainability Plan 2 Sep 16 Aug 17 Renumbered / Re-scoped Merged from 1.5.2 and 2.1.2 Connected to 3.5, 4.3, and 6.2

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

COAs, Implementation Plan 1 Nov 13 Aug 15 Re-scopedConnected to 5.1.3

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

Cadet Program Support Model Merged into new 5.1.3

5.1.1.2 Develop a service and support model for corps and squadrons Recommended Support Model 1 Nov 13 Aug 15 Re-scopedConnected to 5.1.3

5.1.1.3 Analyze the current delivery model for CTC, RDA, NDA to identify areas for savings, investment opportunities and options for improvement

Recommended Delivery Model 1 Nov 13 Aug 15 Re-scoped Merged from old 5.1.1.2 to 5.1.1.5 Connected to 5.1.3

COMPLETED / MERGED



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5.1.1.4 Develop a plan to increase the number of part-time COATS members and the number of paid days for COATS members at select rural and urban corps and squadrons

Recommended Allocation Plan 1 Oct 13 Dec 14 Merged from 1.4.2 and 1.4.3 Connected to 5.1.3

5.1.1.5 Identify and consider areas, components or opportunities for Alternative Service Delivery (ASD)

Recommended ASD Plan Merged into 5.1.1.2 and 5.1.1.3

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

Recommended Allocation Plan 1 Oct 13 Aug 15 Connected to 5.1.3

5.1.2 Cost the JCR Program and identify related funding while identifying pressures, opportunities, and priorities to ensure a majority of resources are geared toward the delivery of community-based programming

COAs, Implementation Plan 2 Nov 15 Mar 16 Re-scoped Shifted to late Phase 2 Connected to 5.1.3

5.1.2.1 Cost the JCR Program JCR Program Costing 2 Nov 15 Mar 16 Shifted to late Phase 2 Connected to 5.1.3

5.1.2.2 Identify resource priorities, reinvestment opportunities, and resource pressures

Recommended Pressure, Opportunity and Priority List

2 Nov 15 Mar 16 Shifted to late Phase 2 Merged with 5.1.2.4 Connected to 5.1.3

5.1.2.3 Develop a funding model that maximizes the training benefits to the greatest proportion of the JCR population

Recommended Funding Model 2 Nov 15 Mar 16 Shifted to late Phase 2 Connected to 5.1.3

5.1.2.4 Identify and consider areas/components or opportunities for Alternative Service Delivery

JCR Program Support Model Merged into 5.1.2.2

5.1.3 Cost the Cadet Program and identify related funding while identifying pressures, opportunities, and priorities to ensure a majority of resources are geared toward the delivery of community-based programming

COAs, Implementation Plan 2 Jan 15 Dec 15 New Stemming from 5.1.1.1 Connected to 2.2.2, 2.3, and 5.1.1

5.1.3.1 Cost the Cadet Program Cadet Program Costing 2 Jan 15 Dec 15 New Stemming from 5.1.1.1 Connected to 2.3 and 5.1.1

5.1.3.2 Identify resource priorities, reinvestment opportunities, and resource pressures

Recommended Pressure, Opportunity and Priority List

2 Jan 15 Dec 15 New Stemming from 5.1.1.1 Connected to 2.3 and 5.1.1

5.1.3.3 Develop a funding model that maximizes the training benefits to the greatest proportion of the cadet population

Recommended Funding Model 2 Jan 15 Dec 15 New Stemming from 5.1.1.1 Connected to 2.3 and 5.1.1

5.2 IDENTIFY RISKS AND MANAGE GOVERNMENT OF CANADA (GOC) / DND RESOURCES

5.2.1 Manage planned reinvestments to support GoC initiatives Impact Assessment 1 Oct 13 Mar 15 Completed Jul 14

5.2.2 Mitigate department funding impacts on Cadet and JCR Programs Impact Mitigation Strategy 1 Oct 13 Mar 15 Completed Jul 14

COMPLETED / MERGED



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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 2 Sep 15 Dec 15

6.1.2 Be responsive to relevant shifts in GoC strategies, priorities and policies Strategic Policy Alignment 2 Sep 15 Dec 15

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

Strategic Policy Alignment 2 Jun 15 Dec 15 Completed Apr 14

6.1.4 Identify and resolve any shortcomings in linkages of the Cadet and JCR Programs to the GoC and DND / CAF policy (such as PAA/PMF, RPP, DPR, CRP, CFDS, etc.)

Strategic Policy Alignment 2 Sep 15 Dec 15

6.2 IMPLEMENT A CYCLICAL PROGRAM GUIDANCE PROCESS

6.2.1 Develop and issue the first Cadet Program Doctrine (CPD) (10-15 yr horizon, Cadet Program Management Committee [CPMC] developed, National Cadet Council [NCC] approved)

CPD 2 Jan 16 Aug 16 Re-scoped Stems from Phase 1 work Connected to 1.7 and 3.1

6.2.2 Develop and issue the first Cadet Program Strategic Plan (CPSP) (3-5 yr horizon, CPMC developed, NCC approved)

CPSP 2 Jan 16 Aug 16 Re-scoped Stems from Phase 1 work Connected to 1.7 and 3.1

6.2.3 Develop and issue the first Cadet Program Development Coordination Plan (CPDCP) (1-2 yr horizon, Cadet Program Management Board (CPMB) developed, CPMC approved)

CPDCP 2 Jan 16 Aug 16 New Stems from Phase 1 workConnected to 1.7 and 3.1

6.2.4 Modify and issue the Cadet Program Business Plan (CPBP) (1 yr horizon, CPMB developed, CPMC approved)

CPBP 2 Jan 16 Aug 16 Re-scoped Renumbered. It was 6.2.3 Stems from Phase 1 work Connected to 1.7 and 3.1

COMPLETED / MERGED


Renewal Failure - Update

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