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Maximizing the Cadet Programs Potential

Cadet Population Growth Initiative (CPGI) Master Implementation Plan (MIP) 5 August 2010

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

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

Section 1 General
1. Background. In the last number of years the Cadet population has declined from 58,201 in 2006 to 49,460 in 2010. Early in 2010 the Director General Reserves and Cadets (DGRC) presented all Canadian Cadet Movement (CCM) stakeholders with a challenge to step up our game in addressing this decline in membership through the announcement of the Cadet Population Growth Initiative (CPGI). This was intended to mobilize and inspire all CCM stakeholders to address the recent decline in the size of the Cadet population. 2. This initial announcement was followed-up by a Strategic Initiating Directive (SID) issued by the Vice Chief of Defence Staff (VCDS) on 17 February 2010, which outlined national growth targets and directed key stakeholders to engage in a preliminary analysis of the attraction and retention challenges and possibilities within their area of responsibility. As the Office of Primary Interest (OPI), D Cdts & JCR was charged with the responsibility to consolidate all inputs and utilize them in development of a national Master Implementation Plan (MIP). 3. This preliminary analysis was necessary as the issues related to Cadet population growth are complex and cannot be rectified quickly, easily or by relying on conventional practices. Preliminary analysis and research efforts have been completed, reviewed and consolidated in the development of this MIP, which will direct the CCMs efforts over the next six years in achieving the aim of the CPGI. 4. Aim. To increase the number of Canadian youth participating in the Cadet Program to 70,000 by 2016. 5. General Execution. Over the next six years this initiative will be executed in three phases: a. b. c. Phase One: Stop the current decline of Cadet population at 49,460 by June 2011. Phase Two: Grow the Cadet population to 60,000 by June 2013. Phase Three: Continue to Grow the Cadet population to 70,000 by June 2016.

6. The tasks contained in this MIP represent a collection of ideas and initiatives drawn from across the CCM. As such, some will be more relevant than others, particularly at the corps / squadron level, given local community support, leadership, resources available and other factors. This MIP allows corps / squadrons the flexibility to place more emphasis on tasks considered to have a high return on the investment of effort and less emphasis on others. Regional Cadet Support Units (RCSUs) are to monitor this and report on progress in detail at national meetings of D Cdts & JCR senior staff and RCSU COs. 7. This MIP offers a practical, integrated and workable approach to addressing the attraction and retention challenges and capitalizing on the opportunities. The MIP also focuses the efforts of all CCM stakeholders through a series of concrete and coherent goals, objectives and tasks. These goals, objectives and tasks relate to ten broad themes that make up the backbone of this MIP and together are fundamental to mobilize and inspire all CCM stakeholders to work collaboratively towards Maximizing the Cadet Programs Potential.

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Section 2 Overview of Youth and Cadet Demographics Analysis Cadet Attraction Statistics
8. Between 1 April 2009 and 31 March 2010, 27,645 Canadian youth became members of the Cadet Program. The top five reasons for joining were as follows: a. b. c. d. e. 7,742 (28.0%) joined because of the adventure / opportunities; 7,284 (26.3%) joined because of friends; 3,634 (13.1%) joined because of other reasons; 3,124 (11.3%) joined because of their curiosity; and 1,752 (6.3%) joined because of their parents.

9. This reinforces the message that corps / squadrons have been doing a tremendous job of attracting a significant number of youth to the Cadet Program. Continued attraction efforts coupled with new initiatives are required, particularly at the local community level, to achieve the CPGIs broad growth objectives. Additionally, enhanced efforts to monitor analyze and refine these attraction statistics are necessary, particularly at the national level, to capitalize on the potential of this useful information.

Cadet Attrition Statistics


10. Between 1 April 2009 and 31 March 2010, 25,477 Canadian youth ceased their membership with the Cadet Program. The top five reasons for leaving were as follows: a. b. c. d. e. 8,941 (35.1%) loss of interest; 6,446 (25.3%) other reasons; 2,462 (9.7%) too busy or other activities; 1,803 (7.1%) moving; and 1,595 (6.3%) school.

11. This reinforces the message that all CCM stakeholders need to focus on retention initiatives to maintain the interest of and make it easier for Cadets to stay involved in the Cadet Program. Additionally, enhanced efforts to monitor, analyze and refine these attrition statistics are necessary, particularly at the national level, to capitalize on the potential of this useful information.

Cadet and Youth Population Data Tools


12. A series of tools containing various charts and tables providing CCM leaders with population data to help establish regional and local growth objectives and to shape retention and attraction initiatives have been emailed under a separate cover and is posted on www.cadets.ca. This reference contains population data for Canada, six Regions and eleven Provinces / Territories / Geographic Jurisdictions and approximately 290 Census Divisions (CD) 1 . Population data for Canada is provided at Annex A.

Census divisions (CDs) are intermediate geographic areas between the province / territory level and the municipality (census subdivision - CSD).

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13. Cadet population data are drawn from Fortress, End-of-Year Reports and ANSTATS. The youth population data are drawn from the 2001 and 2006 Census Canada data with a formula developed internally to project population data for 2011. All data will be updated annually and will be based on the most current census data available 2 .

Section 3 Cadet Population Growth Objectives and Strategies Cadet Population Growth Objectives
14. Regional Cadet population growth objectives are set based on a combination of two major factors; both Cadet and youth population trends identified for each region. The Cadet population factor is based on an average of the regions strength trend for the past four years and accounts for 75% of the formula used. The youth population factor is based on an average of the regions 2006 Census and projected 2011 youth population trend and accounts for 25% of the formula used. Regions, in collaboration with their respective Leagues, will determine how to further sub-divide their portion and which combination of strategies and associated initiatives will be employed to achieve the following Cadet population growth objectives: a. Phase 1 (June 2011): Stop the current decline of Cadet population at 49,460 3 : (1) (2) (3) (4) (5) (6) b. Atlantic Region: 8,491 Cadets [4.59% of the regions youth population (RYP)]; Eastern Region: 11,240 Cadets (1.64% of the RYP); Central Region: 15,371 Cadets (1.40% of the RYP); Prairie Region: 7,972 Cadets (1.45% of the RYP); Pacific Region: 5,993 Cadets (1.66% of the RYP); and Northern Region: 393 Cadets (3.26% of the RYP);

Phase 2 (June 2013): Grow the Cadet population to 60,000: (1) (2) (3) (4) (5) (6) Atlantic Region: 9,850 Cadets (5.32% of the RYP); Eastern Region: 14,100 Cadets (2.06% of the RYP); Central Region: 18,700 Cadets (1.70% of the RYP); Prairie Region: 9,750 Cadets (1.77% of the RYP); Pacific Region: 7,150 Cadets (1.98% of the RYP); and Northern Region: 450 Cadets (3.74% of the RYP); and

c.

Phase 3 (June 2016): Continue to grow the Cadet population to 70,000: (1) (2) (3) (4) (5) (6) Atlantic Region: 10,700 Cadets (5.78% of the RYP); Eastern Region: 16,500 Cadets (2.41% of the RYP); Central Region: 22,300 Cadets (2.03% of the RYP); Prairie Region: 11,600 Cadets (2.11% of the RYP); Pacific Region: 8,400 Cadets (2.32% of the RYP); and Northern Region: 500 Cadets (4.15% of the RYP).

2 3

The next Canadian Census of Population is scheduled for 2011. Phase 1 Cadet population growth objectives are based on the official Cadet population data for 2009-2010. All Cadet population growth objectives are presented in terms of both the required number of Cadets and the corresponding percentage of the target youth population of each Region.

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Cadet Population Growth Strategies


15. Focus on Struggling Corps / Squadrons: Throughout Phase 1 and 2 and onward it is important to focus on shoring up existing corps / squadrons that are struggling to deliver the program well and thus have lower numbers of Cadets or are most at risk of losing Cadets. Improving unit administration and training delivery of these corps / squadrons will place them in a better position to generate and maintain interest in the program in their respective communities and in attracting and retaining Cadets. 16. Focus on the Number of Cadets First then the Number of Corps / Squadrons: Time and effort would best be spent on increasing the number of Cadets per corps / squadron, particularly through Phase 1 and 2, and any focus on the number or location of corps / squadrons should be left until later in Phase 2 and 3 given the lead time it takes to open new or re-position existing corps / squadrons. However, this is not intended to discourage the continuance of any current or planned initiatives related to re-positioning or opening corps / squadrons. 17. Retain More Cadets per Corps / Squadron: In focusing on increasing the number of Cadets per corps / squadron, the short-term focus for Phase 1 and 2 needs to be on retention initiatives that would expand the length of time a Cadet remains in the program. The average participation period nationally is approximately 2.06 years and the average termination age nationally is 15.31 years of age. The desired strategy is to extend the amount of time youth participate in the Cadet Program. Extending the participation period for large numbers of Cadets for a few months or longer would significantly increase the size of the Cadet population as well as further contribute to the achievement of the Cadet Program mandate 4 overall. Coincidentally, it would offset some of the challenges that come with attraction campaigns, orientation and ramp-up training for new Cadets. With 1,132 corps / squadrons in Canada reported in 2009, every corps / squadron retaining 34 more Cadets until the end of the training year would add approximately 34004500 Cadets to the population base. 18. AttractionFirst Wave: Attraction initiatives are also needed to increase the number of Cadets per corps / squadron. The focus in early Phase 2, and where possible in Phase 1, is to have every effective corps / squadron attract and retain 5 or more new Cadets. Corps / squadrons who face challenges in operating effectively would aim to attract and retain up to 5 new Cadets. This approach allows corps / squadrons to grow slightly early on, but with limited impact on their current staff, finance and equipment / clothing levels. Again, with 1,132 corps / squadrons in Canada reported in 2009, this approach could yield approximately 4500-5000 new Cadets. 19. AttractionSecond Wave: Beyond the first attraction push described above, there will need to be a second wave of effort late in Phase 2 and during Phase 3 to increase the average number of Cadets per unit from the national average in 2009 of 44 Cadets/unit to 62 Cadets/unit by 2016 5 . By timing this more significant attraction drive late in Phase 2 and during Phase 3, numerous initiatives intended to raise the appeal of the program as well as the necessary

The Cadet Program mandate is described in detail in Cadet Administrative and Training Order (CATO) 11-03 located at http://www.cadets.ca/support/cato-oaic/cato-oaic.aspx?id=96498. 5 If broken down by element this reflects a required increase in the average number of Cadets per unit from the national averages in 2009 of 34 Sea Cadets/unit, 41 Army Cadets/unit and 51 Air Cadets/unit to 50 Sea Cadets/unit, 58 Army Cadets/unit and 70 Air Cadets/unit in 2016.

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planning and preparation to better absorb the growing number of Cadets (e.g. uniform and equipment demands, CSTC billets) will have been carried out. 20. Establishing New Corps / Squadrons & Improving the Viability of Existing Corps / Squadrons: Consideration of the number and location of corps / squadrons is an essential part of achieving CPGI growth objectives. Given the time it takes to re-position existing or open new corps / squadrons, it is anticipated that any new push in this area will yield results in the later years of the CPGI. In addition to finding locations to form some new corps / squadrons, consideration must also be given to efforts to re-position corps / squadrons to more viable areas (e.g. new suburbs), to merge struggling corps / squadrons to form a single more viable one to serve an area, and / or to encourage and support more inter-corps / squadron activities as a means to enhance viability.

Section 4 Overview of Themes Introduction


21. This section outlines the conceptual themes created during the preliminary analysis stage of the CPGI. The broad intent was to capture the extensive list of issues that influence the attraction and retention of Cadets and consolidate them into a manageable framework. Each theme is supported by a series of subordinate goals, objectives and concrete tasks that are detailed at Annex B. These tasks are directed to specific OPIs and include corresponding timelines for completion. 22. Although all themes are important for the success of the CPGI, it was necessary to amplify the first four themes with additional information including highlighting some of the ongoing key initiatives related to them. This amplification accounts for some specific areas that will directly support growth within the CCO. Themes and Goals 23. Theme One: Enhance Youth Voice and Engagement: Youth are active and contributing members of society NOW, not just future citizens or leaders of tomorrow. a. Youth Voice: This is the collective ideas, opinions, experiences, attitudes, knowledge and actions of young people. It is this youth voice that needs to be at the centre of the CPGI by acknowledging that Cadets are powerful and purposeful catalysts for change. Capitalizing on this youth voice requires the active contribution of Cadets alongside other key stakeholders at each level of the organization to continue indentifying and resolving ongoing attraction and retention challenges and opportunities. Furthermore, infusing youth voice into the Cadet Program as a whole is essential for fully Maximizing the Cadet Programs Potential. Youth Engagement: This is the meaningful participation and sustained involvement in as well as the overall sentiment felt towards an activity by young people. To situate what is desired by meaningful participation, the following simple equation can be useful for supporting effective youth engagement. (1) Participation = Enrolment + Attendance + Engagement

b.

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c.

Quality Youth Program: Whereas engagement is the most critical component of this equation, the following outlines three key program features required for effective youth engagement that need to be sustained to ensure a quality youth program is constantly being offered. While the Cadet Program currently has these features, under the CPGI Cadet Program leaders at all levels should take stock in their respective areas to make sure these features are in play to the highest degree: (1) a safe environment that ensures a personal sense of physical safety and emotional well-being for each member while providing the required resources to support safe participation in all program activities; a supportive environment that fosters a welcoming and encouraging atmosphere supplemented by an effective conflict management program. This supportive environment must also promote the active participation and immersion in high quality learning experiences focused on individual and age-appropriate skill building; and an interactive environment that provides opportunities for socializing with peers and developing healthy relationships with adults, therefore encouraging a strong sense of belonging to the organization by each member. The interactive environment must also be filled with practical opportunities for meaningful leadership development.

(2)

(3)

24. Theme Two: Focus on Program Delivery and Continuous Improvement: The updated Cadet Program is designed to offer a set of fun, challenging, well organized and safe activities to participants within a dynamic community-based program; thus making it the program of choice for Canadian youth to contribute to their development and transition to adulthood. a. Cadet Program Update (CPU) Project: Extensive efforts have and continue to be expended in support of the CPU project. Empirical and anecdotal evidence early on in the delivery phase indicates that the redesign and redevelopment efforts are starting to have a positive impact on attraction and retention. Focus on Ongoing Implementation: There are three years remaining until the complete updated Cadet Program is fully implemented and it is anticipated that it will take an additional year or two for the full effect of the changes to take hold. Therefore, it is essential to let nature take its course before making any wholesale changes to the design. Furthermore, the efforts of all stakeholders need to fully shift to focusing on supporting the ongoing implementation and delivery, which in turn will benefit the CPGI. Focus on Continuous Improvement: Although no wholesale changes will be entertained during the life of the CPU project, the efforts of the program development stakeholders will shift to properly maintaining and improving the updated program through effective training evaluation efforts. This includes building overall training evaluation capacity while continuing to implement an amendment process to address reasonable changes required to the updated program.

b.

c.

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25. Theme Three: Improving Cadet Program Management and Administration: A Cadet Program that practices modern comptrollership, optimizes allocated resources and maximizes overall performance is better positioned to achieve and sustain the Cadet population growth objectives. a. Cadet Program Management and Administration: The first objective of the CPU project was to improve the management and administration of the program. There has been some success to date with improvements in this area. However, there is an enormous opportunity to fully address this specific objective now that focus has fully shifted to implementing and delivering the updated program from program development. Unresolved Program-Wide Issues: A major finding from the preliminary analysis stage of the CPGI was a number of program-wide issues identified in various source references that remain either unresolved or require significant improvement. The intent of the MIP is to serve as a catalyst to reinvigorate action and focus efforts to address the outstanding issues related to the management and administration of the Cadet Program. FORTRESS v2: Extensive efforts have and continue to be expended to transition to this new web application that enables Canadian Cadet Organizations (CCO) to manage and support Cadet Program activities. This will undoubtedly improve Cadet Program management and administration and in turn help free up the adult staffs time to focus more on Cadets and the training activities.

b.

c.

26. Theme Four: Focus on Corps / Squadron Adult Staff: A highly motivated, dedicated and competent adult staff team who are fully supported by all levels of the organization is essential to conduct a high quality positive youth development program. a. Cadet Instructors Cadre (CIC) Training Program Update: A key element of the CIC Military Employment Structure (MES) Change Management Project (CMP) is the update to the CIC training program that commenced in the fall of 2001. The updated program is being designed to meet the evolving needs of the Cadet Program and the needs of adult learners. The new CIC training program includes the most current information on the leadership and instruction of youth and has been aligned with the new instructional methodologies and enhancements to the Cadet Program that have been made through the CPU Project. These improvements significantly enhance CIC leadership development, which in turn provides the corps / squadrons with the trained personnel needed to effectively manage, administer and train Cadets: (1) Training is being re-designed to reflect a series of general qualification courses that officers must complete in order to acquire the common skills and knowledge needed to deliver a dynamic Cadet Program as well as a series of job-based and specialty courses; and In addition to offering training using the traditional classroom-based model at a Regional Cadet Instructor School (RCIS), the majority of the new CIC training courses will include a component that is delivered via distributed learning (DL). With over 7,000 CIC officers located in approximately 800 communities across Canada, DL has enabled us to take advantage of

(2)

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multiple delivery strategies to respond to the needs of a dispersed clientele. b. Creation of the COATS Sub-Component of the Reserve Force: QR&O 2.034 (c) has been amended to create the Cadet Organizations Administration and Training Service (COATS) as a sub-component of the Reserve Force replacing the sub-component formerly known as the Cadet Instructor Cadre (CIC). COATS is comprised of the CIC MOSID as well as MOSIDs for General Duty Officers (00360) and General Duty NCMs (00359). This change will help alleviate the shortage of available officers and NCMs with prior experience in support classifications / trades that the Cadet program has experienced.

27. Theme Five: Corps / Squadron Training Facilities: Reasonable access to suitable community facilities is essential to conduct a high quality training program. 28. Theme Six: Cadet, Youth, COATS / CIC Members and Adult Population Demographics Data: Access to consistent, up-to-date and relevant data on Cadet, youth, COATS / CIC members and adult population demographics is essential to achieving and sustaining the Cadet population growth objectives. 29. Theme Seven: Promote the Cadet Program: Enhancing public awareness about and increasing community support for the Cadet Program is essential to attracting Canadian youth and achieving the Cadet population growth objectives. 30. Theme Eight: Internal Communication and Collaboration: Effective internal communication and collaboration is essential to promote the Cadet population growth initiative and ensure the ongoing success of the Cadet Program. 31. Theme Nine: Cadet Membership and Corps / Squadron Viability Rationalization: Rationalizing Cadet membership requirements would ensure that youth can join the Cadet Program and depart at optimal times allowing for an increase in enrolment and for Cadets to remain in the program longer. Additionally, it is important to rationalize corps / squadron viability requirements, particularly regarding the minimum authorized strength for Cadets (30) and COATS / CIC members (4), to account for those small but mighty units conducting a quality program. 32. Theme Ten: CSTC Program Component: Although corps / squadrons were the main focus of this MIP, the CSTC program component has the potential to influence attraction and retention efforts inherent with the CPGI overall. CSTC stakeholders are expected to consider how the previous themes apply to this significant component of the Cadet Program.

Section 5 Applying, Monitoring, Maintaining and Resourcing the MIP Working Collaboratively to Apply the MIP
33. A critical requirement for successfully applying the MIP is for all key stakeholders to work collaboratively at each level of the organization. It is not necessary to create new collaborative teams to apply the MIP since examples of these types of collaborations already exist throughout the organization to address the day-to-day management of the program including the types of issues included in the MIP. Furthermore, it is also acknowledged that some units

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already make use of specific collaborative teams to address both the attraction and retention of Cadets. Notwithstanding, the following guiding principles need to be considered when applying the MIP within these existing collaborations. a. the MIP should be reviewed within the existing collaborations to: (1) (2) (3) begin a specific dialogue about the required approach needed to successfully complete the various assigned tasks; further explore the attraction and retention challenges and opportunities specific to their jurisdiction; and reflect and build on successful attraction and retention practices already utilized in their jurisdiction.

b. c.

it is essential to involve Cadets in existing collaborations when applying the MIP; the CGPI needs to be a standing agenda item / topic of discussion at all key meetings, conferences, visits, etc; leaders at each level of the organization play a significant role in guiding and monitoring the progress of each applicable task assigned to stakeholders at their level of the organization through effective horizontal management 6 and collaboration 7 ; and celebrating successes along the way is essential to build and maintain momentum through the journey towards achieving the VCDSs strategic intent.

d.

e.

34. As leaders at each level of the organization oversee the application of the MIP within their jurisdiction, they are encouraged to seek amplification and clarification on the content of this MIP, as required, from: a. b. c. collaborative teams from other units; the chain of command; and the Attraction / Retention forum on CadetNet.

Monitoring Progress
35. Theme eight (Internal Communication and Collaboration) includes a specific goal, objective and tasks to support the effective monitoring of the overall progress of the CPGI at all levels of the organization. Progress monitoring results from the national and all regional and local levels of the organization are to be rolled-up and reported on at the following two existing Cadet Program strategic management activities so an ongoing national progress status can be achieved: a. b. National Cadet Council (NCC); and D Cdts & JCR / RCSU COs Meetings.

The coordination and management of a set of activities between two or more organizational units, where the units in question do no have hierarchical control over each other and where the aim is to generate outcomes that cannot be achieved by units working in isolation. 7 The active process of not only coordinating activities but also developing, agreeing to and implementing a strategy for achieving set objectives.

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

Maintaining the MIP


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

Resourcing the MIP


38. As was the case during the deliberate planning process leading up to development of the MIP, all stakeholders are expected to use existing resources to support the application of the MIP. However, this may require adjusting work assignments and resources to make this a priority item at each level of the organization. The intent is to ensure focus is on optimizing resources rather than maximizing allocations throughout the organization. As greater efficiency is achieved, this may result in the reallocation of funds within the Cadet Corporate Account to support specific initiatives that require additional funding based on a business case analysis. 39. Notwithstanding the requirement to optimize existing resources to support the CPGI, this issue will be revisited once the medium term Cadet population growth objective of 60,000 Cadets has been achieved. It is acknowledged that growth beyond this level has not been achieved by the organization for quite some time and will require additional planning, preparation and possibly additional resources to achieve and sustain the additional growth.

Section 6 Conclusion and Contact Information


40. The decline in the Cadet population is one of the most significant and complex issues facing the Cadet Program today requiring the comprehensive and contemporary set of practical solutions consolidated within this MIP. All CCM stakeholders are expected to work collaboratively and optimize resources when applying this MIP over the next six years to achieve the VCDSs strategic intent for the CPGI. This strategically focused effort will certainly go far in addressing the attraction and retention challenges and opportunities to ultimately lead the CCM towards Maximizing the Cadet Programs Potential. 41. Contact information is provided below for the CPGI OPI, Col C.M. Fletcher (D Cdts & JCR) and an alternate point of contact (POC), LCol A.G. Arseneault (D Cdts 3): Colonel C.M. Fletcher Director Cadets and Junior Canadian Rangers 101 Colonel By Dr Ottawa ON K1A OK2 613-992-3382 Craig.Fletcher@forces.gc.ca Lieutenant-Colonel A.G. Arseneault Director Cadets 3 Youth Programs Development 101 Colonel By Dr Ottawa ON K1A OK2 613-995-4813 Alain.Arseneault@forces.gc.ca

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Annex A

Cadet Population Data and Growth Objectives - Canada Donnes et objectifs de croissance de la population de cadets - Canada
Cadet Population - Number of Cadets / Population de cadets - Nombre de cadets
30000 25000

26463 24015 21921 20166 17945 23352

Cadet Population / Population de cadets Sea / Marine Army / Arme Air Total
Table 1 / Tableau 1

2001 10000 20166 24015 54181

2006 10264 21921 26463 58648

2009 8163 17945 23352 49460

20000 15000

10000
10000 5000 0 2001

10264 8163

2006

2009

Sea / Marine
Figure 1

Army / Arme

Air

Variation of Cadet Population / Variation de la population de cadets Sea / Marine Army / Arme Air Total
Table 2 / Tableau 2

2001 to/ 2006 2.64% 8.70% 10.19% 8.24%

2006 to/ 2009 -20.47% -18.14% -11.76% -15.67%

Cadet Population - Average per unit / Population de cadets - Moyenne par unit
60

54
50

57 48 51 41 34

45
40 30 20 10 0 2001 2006 2009

Number of Units / Nombre d'units 2001 2006 Sea / Marine 233 243 Army / Arme 447 452 Air 444 461 Total 1124 1156
Table 3 / Tableau 3

2009 240 437 455 1132

43

42

Sea / Marine
Figure 2

Army / Arme

Air

Number of Units under 30 / Nombre d'units de moins de 30 2001 2006 2009 Sea / Marine 63 69 122 Army / Arme 134 142 170 Air 77 97 148 Total 274 308 440
Table 4 / Tableau 4

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


3500000

2858375
3000000 2500000 2000000 1500000 1000000 500000 0 2001

2994270

2888629

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


Table 5 / Tableau 5

2001 to/ 2006 4.75%

2006 to/ 2011 -3.53%

2006

2011 (projection)

Figure 3

Projected Youth Age Group Breakdown - 2011 / Projection par groupe d'ge des jeunes - 2011
Cadet Population - Percentage of Youth / Population de cadets - Pourcentage des jeunes

Age group / Groupe d'ge Projection 11 years old 12 years old 13 years old 14 years old 15 years old 16 years old 17 years old 18 years old 19 years old
Table 6 / Tableau 6

% 13.01% 13.34% 13.87% 14.51% 14.90% 15.01% 15.36% -

2.50% 2.00% 1.50% 1.00% 0.50% 0.00% 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

1.90%

1.96% 1.71% 2001 2006 2009

374170 375815 385334 400566 419058 430417 433646 443793 453501

Figure 4

A-1/2

Cadet Population Data and Growth Objectives - Canada Donnes et objectifs de croissance de la population de cadets - Canada
Average Registration Age / ge moyen l'inscription Sea / Marine Army / Arme Air Total
Table 7 / Tableau 7

Termination Age / ge de dpart

2007-2008 2008-2009 13.28 13.41 13.14 13.27 13.29 13.43 13.19 13.30

18 14.1% 17 8.6%

12 10.7%

13 20.8%

16 11.4%

Average Termination Age / ge moyen au dpart Sea / Marine Army / Arme Air Total
Table 8 / Tableau 8

2007-2008 2008-2009 15.38 15.38 15.21 15.30 15.48 15.37 15.20 15.31

15 15.1%

14 19.3%

Average Participation Period / Dure moyenne de la participation Sea / Marine Army / Arme Air Total
Table 9 / Tableau 9

2007-2008 2008-2009 2.14 2.00 2.04 2.04 2.19 2.04 2.03 2.06

Figure 5

Growth Objectives / Objectifs de croissance


Cadet Population Objectives - Number of cadets / Objectifs de population de cadets - Nombre de cadets
80000 70000 70000 60000 60000 49460 50000 40000 30000 20000 10000 0 2011
Figure 6

Cadet Population Objectives - Percentage of youth / Objectifs de population de cadets - Pourcentage des jeunes 3.00% 2.50% 2.00% 1.50% 1.00% 0.50% 0.00% 2010

2.42% 2.08% 1.71%

2011
2011

2012

2013

2014

2015

2016

2017

2013

2016
Figure 7

2nd objective / 2e objectif (2013)

3rd objective / 3e objectif (2016)

Objectives are:

a. Do not be under 49460 (cadet pop of 200910) by June 2011. b. Grow to 60000 by June 2013. c. Continue to grow to 70000 by June 2016.

Les objectifs sont:

a. Ne pas tre sous 49460 (pop de cadets de 2009-10) en juin 2011. b. Augmenter jusqu' 60000 pour juin 2013. c. Continuer la croissance jusqu' 70000 pour juin 2016.

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Annex B THEMES, GOALS, OBJECTIVES AND TASKS This Annex details the practical, integrated and workable approach to addressing Cadet attraction and retention challenges and capitalizing on the opportunities within the Cadet Program. The ten broad themes have been expanded to include a series of concrete and coherent goals, objectives and tasks. These are fundamental to mobilize and inspire all CCM stakeholders to work collaboratively towards Maximizing the Cadet Programs Potential. It is essential that leaders at all levels of the organization work collaboratively with their staffs to review this Annex and consider how it applies to the specific set of unique circumstances facing them. The tasks contained in this Annex represent a collection of ideas and initiatives drawn from across the CCM. As such, some will be more relevant than others, particularly at the corps / squadron level, given local community support, leadership, resources available and other factors. This MIP allows corps / squadrons the flexibility to place more emphasis on tasks considered to have high pay off and less emphasis on others. Theme One: Enhance Youth Voice and Engagement: Youth are active and contributing members of society NOW, not just future citizens or leaders of tomorrow. Goal #1: Involve youth in the governance of the Cadet Program.
Progress Monitoring Objective #1: Maximize existing and emerging opportunities for Cadets to be directly involved with program delivery. Involve senior Cadets in planning and preparing for delivery of the updated Corps / 1.1.1 Phase 12 Cadet Program. Squadrons Apply the Cadet Program Leadership Team Model to the conduct of all corps / Corps / 1.1.2 Phase 13 squadron activities. Squadrons Ensure all Cadets are employed to their maximum potential; be sure to Corps / 1.1.3 Ongoing consider all qualifications that they have achieved. Squadrons Identify gaps in senior Cadet leadership skills and seek out opportunities to Corps / 1.1.4 Ongoing employ Cadets from other units to help fill the gap while developing the Squadrons leadership capacity of those Cadets within the corps / squadron. COs Encourage senior Cadets to assist other corps / squadrons in need and as an Corps / 1.1.5 Ongoing alternate method to satisfy practical training requirements related to leadership Squadron and instructional techniques. COs Corps / Squadron Provide senior Cadets opportunities to be mentored by adult staff and provide 1.1.6 Ongoing Staff and junior Cadets opportunities to be mentored by senior Cadets. Senior Cadets Corps / Ensure a buddy system for new Cadets is in place since their initial weeks Phase 1 Squadron 1.1.7 Staff and and months are critical to introducing and retaining them in the corps / and squadron. Ongoing Senior Cadets Corps / Phase 1 Create a welcoming atmosphere for new Cadets and guests to the corps / Squadron 1.1.8 and squadron. Staff and Ongoing Cadets Objective #2: Increase opportunities for Cadets to evaluate or provide feedback on the corps / squadron training program. D Cdts 3, Regional Identify opportunities for Cadets to evaluate or provide feedback on the training Trg Os and 1.2.1 Phase 1 program. Corps / Squadron Trg Os Ensure Cadets are a primary focus of the Cadet Programs training evaluation 1.2.2 D Cdts 3 Phase 12 framework and plan under development. Task Description OPI Timeline Task #

B-1/12

Regularly seek feedback from Cadets about the quality of training and Corps / Ongoing instruction and make continuous improvements where appropriate. Squadrons Objective #3: Increase opportunities for Cadets to influence and participate in decision-making affecting the Cadet Program. 1.2.3 Establish, or enhance existing, formal and informal mechanisms for Cadets to influence and participate in decision-making affecting the Cadet Program. Share best practices and lessons learned with colleagues (eg, meetings, conferences, CadetNet forums) Enhance the existing adult-centric governance model (eg, NCC) of the Cadet Program so Cadets have more formal, systematic and structured opportunities to influence and participate in decision-making affecting the Cadet Program. Working Framework: Cover the spectrum of informal to formal mechanisms (eg, Casual conversation, SAVs, Surveys, Focus Groups) and balance between electronic, on-site and in-house fora. Cover the spectrum of Cadets in all three Developmental Periods (DPs) with a focused and progressive purpose: o DP1 Trg Focused o DP2 Trg and Unit Level Management Focused o DP3 Trg, Unit and Org Level Management Focused Involve Cadets when developing and implementing local level attraction and retention activities. Leaders at All Levels of the CCO and Cadet Leagues Phase 1 and Ongoing

1.3.1

1.3.2

D Cdts 3 / 4

Phase 2

1.3.3 1.3.4

Regularly involve cadets when deciding complementary activities and developing the optional program. Objective #4: Rationalize the Training Allocation for Cadets. Review the Cadet Training Allocation and the CSTC staff Cadet advanced training allocation to see if a better balance can be achieved between the 1.4.1 current CSTC program focused allocations and the NDA and RDA program components.

Leaders at the Local Level Corps / Squadrons

Phase 13 Ongoing

D Cdts 2

Phase 2

Goal #2: Increase the level of youth engagement in the Cadet Program.
Task # Task Description OPI Timeline Progress Monitoring

Objective #1: Increase attendance flexibility for youth who wish to participate in the Cadet Program. Investigate opportunities for increasing the attendance flexibility related to participation in the Cadet Program. Develop an attendance flexibility 2.1.1 D Cdts 3/4 framework for the Cadet Program. Recommend changes to existing policies (eg, CATO 13-30 Cadets Excused Absence from LHQ Training) and/or suggestions for new policies to support the attendance flexibility framework. Research possibilities and establish a simplified late-joiner policy for youth that 2.12 D Cdts 4 allows them to immediately engage in training with their own age-group. Corps / Avoid any tendency to over-program the training calendar, focus more on the Squadron 2.13 quality vice the quantity of activities conducted at the corps / squadron. COs and ACOs To enhance attendance, review the designated dress at all Cadet activities to Corps / allow for an appropriate balance between uniformed and non-uniformed 2.1.4 activities (eg, 75% uniformed / 25% non-uniformed for regular parade nights) Squadron COs especially for the training activities that are better suited to be conducted in sports gear / civilian attire. Objective #2: Mitigate the barriers for youth to participate in the Cadet Program. Identify general barriers preventing youth from participating in youth programs 2.2.1 D Cdts 3 and raise general stakeholder awareness of these barriers and ideas to mitigate them. Identify local community barriers preventing youth from participating in the Local 2.2.2 Cadet Program. Work with corps / squadron staff and key community level Sponsors stakeholders to mitigate these barriers.

Phase 1

Phase 1

Ongoing

Phase 1 and Ongoing

Phase 1 Phase 1 2

B-2/12

Theme Two: Focus on Program Delivery and Continuous Improvement: The updated Cadet Program is designed to offer a set of fun, challenging, well organized and safe activities to participants within a dynamic community-based program; thus making it the program of choice for Canadian youth to contribute to their development and transition to adulthood. Goal #3: Implement the updated program as directed.
Task # Task Description OPI Timeline Progress Monitoring

Objective #1: Enhance awareness of the strategic intent of key aspects of the updated program. Reinforce strategic intent of key aspects of the updated program (eg, ageD Cdts 3 / 4 / appropriate learning / assessment, experiential education, complementary Phase 1 6 and 3.1.1 activities, Cadet Programs leadership team model, youth reference guide) 2 Regional Trg through enhanced internal communications and professional development Os opportunities. Objective #2: Capitalize on the intended flexibility infused within the updated Cadet Program to ensure maximum engagement and retention of Cadets. Corps / Focus on the flexibility of complementary training and optional programming to Phase 1 Squadron 3.2.1 maintain the interest of Cadets. Consider doing something different while and Staff and continuing to deliver the training that is most appealing to Cadets. Ongoing Local Sponsors Strategically select discretionary Regionally Directed Activities that are of interest to a large number of Cadets and purposely schedule them for the times Phase 1 of the year when many Cadets traditionally leave the program, if possible (eg, 3.2.2 RCSUs 2 January). Aim to initiate something different during the Phase 2 of the CPGI. Ensure all combined activities reach the broad Cadet population and avoid any tendency to conduct too many activities targeted at the same Cadets. Strategically select discretionary Nationally Directed Activities that are of interest to a large number of Cadets and purposely schedule them for the times D Cdts & JCR Phase 2 of the year when many Cadets traditionally leave the program, if possible (eg, 3.2.3 / Elemental 3 January). Aim to initiate something different during the Phase 2 of the CPGI. Cadet SSOs Ensure all combined activities reach the broad Cadet population and avoid any tendency to conduct too many activities targeted at the same Cadets. Objective #3: Maximize opportunities to conduct inter-corps / squadron training activities. Identify mandatory and complementary activities that could easily be conducted Phase 1 3.3.1 D Cdts 3 / 4 as inter-corps / squadron training activities. Develop and distribute guidance 2 on conducting inter-corps / squadron training activities. Corps / Phase 1 Squadron Maximize opportunities to conduct inter-corps / squadron training activities, 3.3.2 COs, Local and therefore optimizing resources while providing Cadets a key satisfier. Ongoing Sponsors and ACOs Objective #4: Ensure the required training and learning aids are available to support the Cadet Program. Identify the gap between what training and learning aids are needed and what D Cdts 3 / 4 / currently exists. Identify the intended sources (eg, Supply System, Locally 5 and 3.4.1 Phase 1 Procured) for all training and learning aids. Work to ensure the required Regional Trg training and learning aids that are to be provided by DND / CF nationally and Os regionally are available to support the Cadet Program. Phase 1 Work with corps / squadrons to maximize their Local Support Allocation to 3.4.2 ACOs and assist in the procurement of training aids identified as locally procured. Ongoing Provincial Phase 1 Cadet Work to ensure the training and learning aids that can be provided by Cadet 3.4.3 Leagues and and Leagues and Local Sponsors are available to support the corps / squadrons. Ongoing Local Sponsors Objective #5: Enhance existing or establish new relationships with civilian maritime, outdoor and aviation / aerospace communities in support of elemental training activities.

B-3/12

3.5.1

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

Elemental Cadet SSOs, D Cdts 4 and National Cadet Leagues

Phase 1 3 and Ongoing

Goal #4: Foster a culture of continuous improvement of the training provided to Cadets.
Task # Task Description OPI Timeline Progress Monitoring

Objective #1: Monitor the implementation and delivery of updated Cadet Program training. Regional Trg Regularly engage corps / squadron staff in identifying and mitigating Phase 1 Os and Corps 4.1.1 impediments to the effective implementation and delivery of the Cadet and / Squadron Program. Ongoing Staff Elemental Cadet SSOs, Report on and discuss impediments to effective implementation and delivery of D Cdts 3 / 4, Phase 1 the Cadet Program at the annual common and elemental Cadet training Regional Trg 4.1.2 and stakeholder meetings. Focus agendas in the next few years on the more Os and Ongoing significant impediments to training delivery. National Cadet Leagues Share, seek out and employ various best practices and lessons learned related Corps / Phase 1 4.1.3 to implementing and delivering the updated program with other corps / Squadron and squadrons using the Elemental Cadet Forums on CadetNet. Staff Ongoing Objective #2: Employ mechanisms to provide feedback on and make necessary amendments / incremental changes to updated Cadet Program training. Phase 1 Continue the development and implementation of a program-wide training 4.2.1 D Cdts 3 and evaluation framework and plan. Ongoing Proactively provide and / or solicit feedback on updated Cadet Program training through the: Corps / chain of command; Phase 1 Squadron Staff and 4.2.2 staff assisted visits (SAVs) conducted by regional / national stakeholders; and Ongoing Cadets and elemental or common CadetNet email addresses located in the front matter Reg Trg Os of each QSP / IG; and / or D Cdts & JCR Research and Evaluation section staff. Maintain and continuously improve updated Cadet Program training Phase 1 4.2.3 D Cdts 3 considering feedback gathered through task 4.2.2 and promulgate changes and using the established amendment process. Ongoing Objective #3: Celebrate success with the implementation and delivery of the updated program. Leaders at Phase 1 Seek out specific successes and find ways to celebrate them with those Each Level of 4.3.1 and responsible at each level of the organization. the Ongoing Organization Objective #4: Conduct another broad training evaluation after the entire updated training program is implemented. Outsource a study as a follow-up to previous third-party training-related 4.4.1 D Cdts 3 Phase 3 evaluations (eg, CROP study in 2000, Compas Study in 2002, Ipsos-Reid Study in 2006).

Theme Three: Improving Cadet Program Management and Administration: A Cadet Program that practices modern comptrollership 1 , optimizes allocated resources and maximizes overall performance is better positioned to achieve and sustain the Cadet population growth objectives. Goal #5: Manage the Cadet Program more efficiently 2 and effectively 3 .
1

Modern comptrollership emphasizes integrated financial and non-financial performance information, vigorous stewardship of resources, sound risk management and open reporting of results. Modernization efforts are aimed at enabling decision-makers to make and communicate more appropriate choices, thereby leading to better service and better public policy working smarter for better results.

B-4/12

Task #

Task Description

OPI

Timeline

Progress Monitoring

Objective #1: Explore the concept of combined Cadet units and possibly combined Cadet and JCR units. Continue with the initiative related to Combined Cadet Units and report on RCSU(A) / Phase 2 progress at the D Cdts & JCR / RCSU COs meeting in Spring 2011. Report 5.1.1 Cadet and should include identifying key best practices and lessons learned as well as Leagues Ongoing overall recommendations for consideration by the organization as a whole. Continue to explore ways to integrate Cadet and JCR activities and if desirable, trial a Combined Cadet / JCR Unit similar to RCSU(A)s specific initiative RCSU(N) / Phase 2 developed to trial Combined Cadet Units. Report on progress at the D Cdts & 5.1.2 Cadet and JCR / RCSU COs meeting in Spring 2011. Report should include identifying Leagues Ongoing key best practices and lessons learned as well as overall recommendations for consideration by the organization as a whole. D Cdts & JCR, Elemental Determine the way-ahead for Combined Cadet units and Combined Cadet / Cadet SSOs, 5.1.3 Phase 3 JCR units. RCSUs and Cadet Leagues 4 Objective #2: Reduce administrative burden at all levels of the organization. Identify unnecessary self-imposed administration burden by eliminating or Corps / Phase 1 5.2.1 adjusting a minimum of two administrative practices / processes that are not Squadron and adding sufficient value. Staff Ongoing D Cdts 2 / 3 / Identify unnecessary imposed administration burden by eliminating or Phase 1 4 / 5 / 6, 5.2.2 RCSUs and adjusting a minimum of two administrative practices / processes that are not and adding sufficient value. Ongoing Cadet Leagues Document staff processes and administrative workload at local levels and 5.2.3 D Cdts 2 Phase 1 5 confirm if the processes are necessary. Phase 1 Be ready to use, support and capitalize on the administrative efficiencies All CCO Staff 5.2.4 and related to FORTRESS v2. (http://www.cadets.ca/COATS-SAIOC/fortressforteresse/home-accueil.aspx) Ongoing Objective #3: Improve program effectiveness. Review and update the existing Cadet Program performance measurement / 5.3.1 D Cdts 2 Phase 2 management system.

Goal #6: Foster a culture focused more on service and support than command and control by shifting to a customer-centric model with realigned structures and rationalized business practices.
Task # Task Description OPI Timeline Progress Monitoring

Objective #1: Improve the quality of support at the point-of-service at D Cdts & JCR and RCSUs. Review existing business practices from the perspective of quality support at D Cdts 2 / 4 / Phase 26.1.1 the point-of-service at D Cdts & JCR and RCSUs. Share best practices and 5 and RCSUs 3 lessons learned at the bi-annual D Cdts & JCR / RCSU COs meetings. Objective #2: Improve the quality of support at the point-of-service from each RCSUs to corps / squadrons. Raise broad organizational awareness about the Corps Management / RCSU(Pra), D Phase 16 6.2.1 Evaluation support process / tools. Adapt / adopt aspects of those support Cdts 2 / 3 / 4 / 2 processes / tools as applicable. 5 and RCSUs

Efficiency is the extent to which resources are used such that a greater level of output is produced with the same level of input or, a lower level of input is used to produce the same level of output. The level of input and output could be increased or decreased in quantity, quality or both. 3 Effectiveness is the extent to which a program is achieving expected outcomes. 4 Notwithstanding the ongoing opportunities to streamline administrative processes, it is important to acknowledge that administration of cadets is a core requirement of the COATS / CIC sub-component IAW Section 46 of the NDA. 5 IAW VCDS direction at NCC teleconference 20 May 10. 6 The Corps Evaluation is a tool to assist Corps in reviewing their own delivery of the elemental cadet program to bring it fully in line with RCSU (Prairie) Mission and Vision. The Corps Evaluation provides indicators of key outcomes in critical areas for running a sustainable Corps. These outcomes (Desired Outcomes) are co-located with statements which

B-5/12

6.2.2

Raise broad organizational awareness about the Central Region Rationalization Project. Adapt / adopt aspects of RCSU(C)s Rationalization Project as applicable. Review / update existing business practices for providing quality support at the point-of-service from each RCSU to corps / squadrons. Engage corps / squadron staff in the process.

RCSU(C) and RCSUs RCSUs and Corps / Squadron COs

Phase 12

6.2.3

Phase 2

Conduct RCSU SAVs to corps / squadrons based on unit need vice equitable Phase 1 RCSUs distribution of staff / financial resources and conduct SAVs to other activities and besides regular training sessions or Annual Ceremonial Review (ACRs). Ongoing Objective #3: Improve the quality of the Cadet Program at the point-of-service (corps / squadron level) for all Cadets. Consider the Factors of Success level best practice originating from 772 Corps / Royal Canadian Air Cadet Squadron and refined by 2920 Royal Canadian 6.3.1 Phase 1 Squadron Army Cadet Corps, posted by Maj G. Peterson on the elemental cadet training, COs CO and Trg forums on CadetNet on 30 July 2009. Examine existing internal and external point-of-service quality frameworks for D Cdts 3 / 4 Phase 2 positive youth development programs. Develop and implement a national 6.3.1 and RCSUs 3 framework and associated tools for evaluating Cadet Program quality at the point-of-service for corps / squadrons based on best practices. Objective #4: Ensure all levels of the organization are ready for Cadet population growth. Identify and address specific areas (eg, Logistic points for ordering uniforms, Leaders at All Phase 1 6.4.1 CSTC vacancies) that potentially require adjustment to be ready for Cadet Levels of the and population growth. CCO Ongoing Objective #5: Implement an inter-corps / squadron mentorship program to support struggling units. Considering changing the Inter-Provincial Cadet Exchanges to include an aim to support an inter-corps / squadron mentorship program. The program should primarily support a small number of adult staff and senior Cadets from struggling corps / squadrons to visit stronger corps / squadrons to experience D Cdts 4 / Phase 1 and learn from the delivery of a quality program. The program could also 6.5.1 RCSUs 3 support the continuance of the inter-unit mentoring relationship by supporting a small number of adult staff and senior Cadets from the stronger corps / squadrons to visit the struggling corps / squadron. Use the existing funding 7 envelope to support the implementation of an inter-corps / squadron mentorship program. Objective #6: Improve the quality of support at the point-of-service within the Navy, Army and Air Cadet Leagues of Canada. Review and make improvements, where required, by developing and implementing strategies and action plans for improving the quality of service National, and support at the point-of-service through the following organizational Provincial and relationships: 6.6.1 Ongoing Local Leagues Between National Leagues and Provincial Leagues; / Sponsors Between Provincial Leagues and Local Leagues/Sponsors; and From Local Leagues / Sponsors to Corps/Squadrons. 6.2.4

Theme Four: Focus on Corps / Squadron Adult Staff: A highly motivated, dedicated and competent adult staff team who are fully supported by all levels of the organization is essential to conduct a high quality positive youth development program. Goal #7: Ensure suitable staff is available to help supervise, administer and train Cadets.
Task # Task Description OPI Timeline Progress Monitoring

Objective #1: Ensure required corps / squadron staff levels are in place to support Cadet population growth. Local Identify corps / squadrons that currently do not or will not have suitable staff Phase 1 Sponsors / 7.1.1 levels and develop and implement a plan to ensure the required corps / and ACICOs / squadron staff levels are in place to support Cadet population growth. Ongoing ACOs Objective #2: Pursue 100% effective strength for each corps / squadron establishment.

reflect broad but typical issues that may lead to reduced efficiency and, ultimately, reduced sustainability for a Corps (Assistance Outcomes). 7 No new funds will be allocated to this initiative; the intent is to optimize existing resources to focus on this new opportunity.

B-6/12

7.2.1

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

7.2.2

Provide tools (eg, promotional material, standard presentations, sample letters, information bulletins) to support local sponsors to attract ample numbers of suitable adults to work with the Cadet Program. Expedite and improve the COATS / CIC recruiting process.

7.2.3 7.2.4

Local Sponsors / Provincial Cadet Leagues C Res & Cdts PAO / League PAOs / D Cdts 6 D Cdts 6 and RCSUs D Cdts 6

Phase 2 and Ongoing

Phase 2

Phase 2 Phase 3

Examine the possibility of having adult staff serve with and be paid for work done at multiple corps / squadrons. Objective #3: Increase volunteerism of CF personnel to support of the Cadet Program. Staff a CANFORGEN every year for CDS release encouraging CF members to volunteer their time with the Cadet Program, possibly providing some 7.3.1 additional incentives for those that do. Additionally, encourage L1s to approve requests from CF members for Special Leave Community Affairs to participate in and / or support significant Cadet Program activities. Enhance awareness of all CF personnel of existing policies that permit and 7.3.2 support Reg F and Res F personnel to volunteer with the Cadet Program. 7.3.3 Enhance existing or establish new relationships with Res F units in support of 8 the Cadet Program .

D Cdts 2

Annually

D Cdts 6

Phase 2

RCSUs and Phase 1 Corps / and Squadrons Ongoing Objective #4: Continue developing, maintaining and improving relevant CIC training and a formal and informal professional development system. 7.4.1 Continue to update, implement, evaluate and validate CIC training. D Cdts 6 Ongoing Continue developing and implementing a professional development model that 7.4.2 D Cdts 6 Ongoing addresses the ongoing needs of COATS / CIC members. Maximize the use of existing mechanisms (eg, meetings, conferences, visits) to 7.4.3 RCSUs Ongoing professionally develop the stakeholders involved. Corps / Manage and develop corps / squadron personnel and institute a mentoring 7.4.4 Ongoing Squadron program for staff. COs ACICOs / 7.4.5 Actively seek opportunities to mentor corps / squadron personnel. Ongoing ACOs Identify and provide access to existing professional development and D Cdts 6 / 7.4.6 Phase 2 mentoring tools. (eg, DNDLearns Introduction to Mentoring online course). RCISs

Theme Five: Corps / Squadron Training Facilities: Reasonable access to suitable community facilities is essential to conduct a high quality training program. Goal #8: Ensure suitable facilities are available to conduct the Cadet Program at the local level.
Task # Task Description OPI Timeline Progress Monitoring

Objective #1: Work with community stakeholders to gain access to suitable facilities. Local Sponsors, Corps / Squadron COs, Provincial Cadet Leagues

8.1.1

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

Phase 1

Do not avoid building these relationships in fear of losing Cadets to the Res F; in fact, the Cadet Program is about preparing youth to transition to adulthood and making personal choices related to ones future is a key aspect of being prepared for adulthood. Although some Cadets may choose to join the Res F, which will affect the Cadet population, this should be considered acceptable attrition.

B-7/12

8.1.2

Provide tools (eg, sample MOUs / Service Level Arrangements (SLAs), letters requesting support) to assist local sponsors to gain access to suitable facilities within their communities. Share best practices and lessons learned related to current regional initiatives to address the facilities issue with other regions at the bi-annual D Cdts & JCR / RCSU COs meetings. Conduct a follow-up to the LHQ Accommodations Study from 2002. 9 Determine which CSTCs do not have suitable facilities (eg, are in deplorable conditions which affect attraction and retention to the CSTC and ultimately the Cadet Program) and take action to secure access to or influence the recapitalization of existing CSTC infrastructure.

8.1.3 8.1.4 8.1.5

National / Provincial Cadet Leagues RCSUs Pacific and Central D Cdts 5 / 3 D Cdts 5, RCSUs and CSTC COs

Phase 2

Phase 1 Phase 2 Ongoing

Theme Six: Cadet, Youth, COATS / CIC member and Adult Population Demographics Data: Access to consistent, up-to-date and relevant data on Cadet, youth, COATS / CIC members and adult population demographics is essential to achieving and sustaining the Cadet population growth objectives. Goal #9: Monitor population demographics data on a consistent and continuous basis.
Progress Monitoring Objective #1: Track, monitor, report and analyze population demographics (eg, Cadet population (attraction and attrition), Cadet unit, youth population demographics) Produce and publish Cadet and youth population data tools for D Cdts & JCR, Phase 1 and 9.1.1 D Cdts 2 RCSUs and Cadet Leagues use in identifying and responding to trends. They Annually will be used as well to update Cadet population growth objectives. Update youth demographics data based on new Canadian Census of Every Five 9.1.2 D Cdts 2 Population data; the next Census is scheduled for 2011. Years Objective #2: Develop a strategy to focus attraction efforts on youth and parents who are immigrating to and / or newcomers to Canada. Develop a profile of changing demographic population in Canada as a result of 9.2.1 D Cdts 3 Phase 2 immigration. Take the lead on behalf of the CCO by establishing a multi-stakeholder working group and develop attraction guidelines for focusing on youth and parents who 9.2.2 RCSU(C) Phase 2 are immigrating to and / or newcomers to Canada in areas of significant growth due to immigration (eg, Toronto, Montreal, Vancouver). RCSU(E) Contribute to RCSU(C)s working group by assigning personnel and providing 9.2.3 Phase 2 and information as required. RCSU(Pac) Task Description OPI Timeline Task #

Theme Seven: Promote the Cadet Program: Enhancing public awareness about and increasing community support for the Cadet Program is essential to attracting Canadian youth and achieving Cadet population growth objectives. Goal # 10: Promote the Cadet Program as the program of choice for Canadas youth.
Task # Task Description OPI Timeline Progress Monitoring

Objective #1: Promote the Cadet Program nationally, regionally and locally to segmented target audiences. Establish a multi-stakeholder Cadet Program Promotional Working Group to 10.1.1 review existing promotional initiatives, specifically C Res & Cdts Youth PAO DGRC PAO Phase 1 Marketing, RCSU(E) and RCSU(A) Communications and Marketing plans.

9 Suitable refers to facilities that will adequately promote the positive development of youth focus of the CSTC training program. This may require rationalizing and updating existing accommodation / facility standards to reflect a youth and not a CF target audience.

B-8/12

10.1.2

10.1.3

Develop a promotional framework that focuses on national, regional, provincial, and local needs, as well as developing separate profiles and communication approaches for, but not limited to, the following segmented target audiences: Youth 11-14 years of age, Parents of youth 11-14 years of age, Parents of cadets, Community in general, and Community leaders specifically. Develop a consolidated national promotional strategy and action plan for promoting the Cadet Program to include but not limited to the following objectives: Raise general public awareness about the Cadet Program, Raise overall community awareness about the Cadet Program, Maximize the potential of existing communication platforms within both DND/CF and Cadet Leagues building off existing best practices (eg, marksmanship championship webisodes), Explore and exploit the potential and possibilities of informal and formal use of various social media platforms, Promote the Cadet Program at a minimum of one major National / Regional special event in each region (eg, NS International Tattoo, CNE, PNE, etc), Develop communication tools that supports a connection with both rational and emotional thoughts of the segmented target audiences, Enhance the ability of our key stakeholders to tell their stories about their experiences with the Cadet Program, and Position the Cadet Program as a highly interactive and experiential learning program offering excellent non-screen time type activities.

Promotional Working Group

Phase 1

Promotional Working Group

Phase 1

10.1.4

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

10.1.5

Seek out and employ an overall Champion to support and promote the Cadet Program. Pursue local proclamations to declare a Corps / Squadron Day to coincide with the open-house activity detailed in Task 10.2.1.
10

DGRC PAO, RCSU PAOs and Cadet Leagues PAOs National Cadet Leagues and D Cdts & JCR Local Sponsors

Phase 2

Phase 2

Phase 1 and Ongoing Objective #2: Promote the Cadet Program locally to youth between the ages of 11-14 years of age and their parents. Conduct an interactive and engaging event like an open-house (eg, similar to the interactive portion of the ACR) during peak attraction periods and either at Corps / your corps / squadron training facility or at an alternate site highly accessible to Phase 1 Squadron targeted youth and their parents. 10.2.1 COs and and Consider the Open House / Bring a Friend Night unit level best practice Ongoing Local originating from 2981 Royal Canadian Army Cadet Corps, posted by Lt D. Sponsors Seessequasis in the archived Attraction / Retention forum on CadetNet on 21 December 2008. Continue employing and improving on existing / traditional attraction initiatives. Corps / Phase 1 Consider the Attract 40 Cadets in a Week best practice originating from 101 10.2.2 Squadron and Royal Canadian Sea Cadet Corps, posted by SLt S. Vachon in the Archived COs Ongoing Attraction / Retention forum on CadetNet on 9 January 2002. Share, seek out and employ best practices and lessons learned related to Corps / Phase 1 10.2.3 attraction initiatives with other corps / squadrons, the chain of command and Squadron and the Attraction / Retention forum on CadetNet. COs Ongoing Corps / Phase 1 Use various Cadet activities to promote the corps / squadron (eg, competitions, 10.2.4 Squadron and parades, and fundraising events). COs Ongoing Objective #3: Capitalize on the word-of-mouth potential for promoting the Cadet Program. Provide tools to Cadets to support word-of-mouth promotional efforts. (Linked 10.3.1 DGRC PAO Phase 2 to Task 10.1.4) 10.1.6
10

It was determined that this decentralized, flexible and focused effort to promote each corps / squadron would yield greater results than a National Cadet Day / Week that would be best considered further into the CPGI as one possible method for raising general public awareness.

B-9/12

10.3.2

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

Corps / Squadron and Regional Training Staff

Phase 1 and Ongoing

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


Task # Task Description OPI Timeline Progress Monitoring

Objective #1: Establish or enhance relationships with key community leaders / influencers. Identify and meet with key community leaders / influencers within the community to include but not limited to the following groups: Local Educators (eg, teachers, principals, guidance counsellors, school boards) Sponsors and Community Leaders (eg, business leaders, other youth development leaders, Provincial 11.1.1 service clubs) Cadet Civic Leaders [eg, mayors, council members, Members of Legislative Leagues Assembly (MLAs), Members of Provincial Parliament (MPPs), Members of Parliament (MPs)] DGRC PAO, RCSU PAOs Provide tools to Local Sponsors to support promotional efforts. (Linked to Task 11.1.2 and Cadet 10.1.4) Leagues PAOs D Cdts 3, Identify outreach opportunities to build relationships with national / regional RCSUs and 11.1.3 National level leaders (eg, Council of Municipalities / Educators / Police Chiefs) to increase awareness of and support for the Cadet Program. Cadet Leagues Objective #2: Raise the profile of the COATS / CIC members working with the Cadet Program. DGRC PAO Provide tools to COATS / CIC members to support promotional efforts at their 11.2.1 and RCSU workplace and other venues. (Linked to Task 10.1.4) PAOs Objective #3: Enhance the existing high school credit equivalency initiatives related to Cadet training. Provincial Review and share information pertaining to existing high school credit 11.3.1 Cadet equivalency initiatives related to Cadet training. Leagues Establish a multi-stakeholder working group to identify ways to enhance or National 11.3.2 encourage development of high school credit equivalency initiatives related to Cadet Cadet training in each province and territory. Leagues Support the Cadet Leagues efforts to enhance the existing or work on D Cdts 3 / development of high school credit equivalency initiatives when called upon (eg, 11.3.3 RCSU Trg Os participating in working groups, providing subject matter expert advise related to the Cadet training curriculum). Implement suggested methods for enhancing or developing high school credit Provincial equivalency initiatives related to Cadet training (eg, establishing or enhancing 11.3.4 Cadet existing MOUs / agreements, working with School Boards / Departments of Leagues Education). Objective #4: Enhance support from Cadet Program alumni and full-time COATS / CIC members. Corps / Enhance existing or establish new alumni networks to support corps / 11.4.1 Squadron squadrons and promote the Cadet Program. COs Local Seek out and employ an overall Champion for the corps / squadron; this Sponsors and 11.4.2 Provincial person may come from the alumni network or is a prominent member of the local community. Cadet Leagues

Phase 1 and Ongoing

Phase 2

Phase 2 and Ongoing

Phase 2

Phase 1

Phase 2

Phase 2

Phase 3

Phase 1 and Ongoing Phase 1 and Ongoing

Theme Eight: Internal Communication and Collaboration: Effective internal communications and collaboration is essential to promote the Cadet Population Growth Initiative and ensure the ongoing success of the Cadet Program. Goal #12: Enhance internal communications and collaboration.

B-10/12

Task #

Task Description

OPI

Timeline

Progress Monitoring

Objective #1: Maximize the potential of existing or potentially new internal communications platforms to enhance internal communications and the sharing of information. Update the Attraction and Retention Forum on CadetNet to allow for the D Cdts 4 and sharing of information including best practices and lessons learned for each 12.1.1 Phase 1 DGRC PAO theme related to the CPGI. Select 1-2 interested members from each region to assist as Attraction / Retention forum moderators. Review the effectiveness and the desired complementary role of the national DGRC PAO, Phase 1 12.1.2 websites (eg, www.cadets.ca, Cadet Leagues) as an internal and external Cadet 2 communications medium in reaching segmented target audiences. Leagues PAO Objective #2: Promote the Cadet Population Growth Initiative within the CCO. Send a personalized letter to each corps / squadron CO, and copy the local 12.2.1 RCSU COs Phase 1 sponsoring committee, to include regional / local growth objectives and to reiterate the importance of working collaboratively with all key stakeholders. Capitalize on existing opportunities (eg, CSTC visits, CO/Trg Conferences, National and Phase 1 12.2.2 SAVs, AGMs, Training Activities) to promote and engage stakeholders in Regional and discussions about the CPGI. Level Leaders Ongoing DGRC PAO 12.2.3 Provide tools to National / Regional Leaders to support promotional efforts. Phase 1 and RCSU PAOs

Goal #13: Report on local, regional and national progress of the Cadet Population Growth Initiative.
Task # Task Description OPI Timeline Progress Monitoring

Objective #1: Share best practices, lessons learned and progress towards Cadet population growth objectives. Report on and promote progress through the applicable chain of command and Corps / 13.1.1 Ongoing share best practices and lessons learned with other corps / squadrons via the Squadron Attraction and Retention Forum on CadetNet. Staff National, Promote and celebrate CPGI successes and find ways to mark these Regional and 13.1.2 Ongoing occasions with those responsible at all levels of the organization. Local Leaders

Theme Nine: Cadet Membership and Corps/Squadron Viability Rationalization: Rationalizing Cadet membership requirements would ensure that youth can join the Cadet Program and depart at optimal times allowing for an increase in enrolment and for Cadets to remain in the program longer. Additionally, it is important to rationalize corps / squadron viability requirements, particularly regarding the minimum authorized strength for Cadet (30) and COATS / CIC members (4), to account for those small but mighty units conducting a quality program. Goal #14: Rationalize Cadet membership requirements.
Task # Task Description OPI Timeline Progress Monitoring

Objective #1: Review the minimum age to become and maximum age to stay a Cadet. Examine the possibility of allowing: youth who are starting Grade 7, or equivalent, on 1 September to become members of the Cadet Program; therefore allowing certain youth who are 14.1.1 eleven years of age to join; and youth turning 19 between January and June to stay and complete the training year.

D Cdts 2

Phase 2

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

B-11/12

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Task Description

OPI

Timeline

Progress Monitoring

Objective #1: Review and update CATO 11-10 Cadet CorpsFormation, Affiliation, Designation, Sponsor, Viability, Amalgamation or Disbandment Review the requirement to have a minimum of 4 officers of the CIC already 15.1.1 enrolled or in the process of being enrolled before forming a Cadet unit as D Cdts 2 Phase 2 indicated in CATO 11-10. Adopt / adapt aspects of RCSU(Pra)s Corps Management / Evaluation support 15.1.2 D Cdts 2 Phase 2 process / tools into an updated CATO 11-10, Annex E Viability of a Cadet Corps.

Goal #16: Enhance the interconnectivity between the Navy League Cadet and Sea Cadet Programs and relationships between key stakeholders.
Task # Task Description OPI Timeline Progress Monitoring

Objective #1: Increase the number of Navy League Cadets that become Cadets, specifically Sea Cadets. SSO Sea Examine the current statistical rates of Navy League Cadets that become Cadets / Navy 16.1.1 Phase 1 Cadets, specifically Sea Cadets. League of Canada SSO Sea Consider the possibilities of conducting joint training activities between Navy Cadets / Navy 16.1.2 Phase 1 League Cadets and Sea Cadets. League of Canada Review and update existing policies (eg, CATO 11-09 Volunteering with the SSO Sea Navy League Cadets) and practices (eg, outreach, meetings) that would lead to Cadets / Navy 16.1.3 Phase 2 enhanced collaboration and improved relationships between the Navy League League of and Sea Cadet Programs. Canada SSO Sea Develop and implement a strategy and action plan to increase the number of Cadets and 16.1.4 Phase 2 Navy League Cadets that become Cadets, specifically Sea Cadets. Navy League of Canada

Theme Ten: CSTC Program Component: Although corps / squadrons were the main focus of this MIP, the CSTC program component has the potential to influence attraction and retention efforts inherent with the CPGI overall. CSTC stakeholders are expected to consider how the previous themes apply to this significant component of the Cadet Program. Goal #17: Apply CPGI themes three to eight within the context of the CSTC Program component.

B-12/12