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REGIONAL CADET SUPPORT UNIT (PACIFIC)

This update discusses the need for continued funding and delivery of the Cadet and JCR Programs, their alignment with federal government priorities and roles, and their performance in achieving expected outcomes. Evaluation findings and recommendations are provided.

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REGIONAL CADET SUPPORT UNIT (PACIFIC)

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  1. REGIONAL CADET SUPPORT UNIT(PACIFIC)

  2. UPDATE: Strategic Policy Alignment(SSE, DP, DRF) Natl CJCR Sp Gp Command Team Conference19 September 2017, Ottawa, ON

  3. Relevance & Performance of Programs (TBS & ADM(RS)) • Relevance – Continued Need for the Programs • Is there a continued need for the DND/CF to fund and deliver the Cadet and JCR Programs? • Relevance – Alignment with Federal Government Priorities • Is funding and delivering the Cadet and JCR Programs consistent with federal government priorities and DND/CF strategic outcomes? • Relevance – Alignment with Federal Roles and Responsibilities • Does the DND/CF have a role or responsibility to fund and deliver the Cadet and JCR Programs? • Performance (Effectiveness) – Achievement of Expected Outcomes • Performance (Efficiency and Economy) – Expenditures on the Cadet and JCR Programs

  4. ADM(RS) Evaluation Findings / Recommendations • 3.1.1 Continued Need for the Cadet and JCR Programs • Finding #1: There is evidence of continued need for the JCR Program. It provides a structured youth program in remote and isolated communities, which often have few youth programs and a growing youth demographic. There was less evidence of continued need for the Cadet Program. There has been a decline in youth participation over the past two decades, although the fact that more than 50,000 Canadian youth today are cadets signifies a degree of need. • 3.1.2 Alignment with Federal Roles and Responsibilities • Finding #2. While youth development is an area of federal interest, delivering youth programs is neither a core role nor responsibility of the federal government. • 3.1.3 Alignment with Government Priorities and DND/CF Strategic Objectives • Finding #3. The JCR Program and, to a lesser extent, the Cadet Program, are contributing to federal government priorities. However, delivering youth development programs is not clearly linked to DND’s strategic objectives and priorities. • Recommendation • If the DND continues to run the Cadet and JCR Programs, program aims, objectives and participant outcomes should be geared towards helping the Department meet its objective of promoting awareness, understanding, and appreciation of the history, proficiency, and values of the Canadian military

  5. Strengthening Strategic Policy Alignment and Enhancing Pan-DND/CAF Understanding of and Support for the Youth Program GC Level: Reinforce the need for the Youth Program and its relevance to the priorities of the GC and to the strategic outcomes of DND/CAF in the update to the Canada First Defence Strategy. MND Level: Issue Ministerial Directive(s) to reinforce the mandate of the Youth Program, outline pan-DND/CAF support expectations and DND/CAF & League Partnership roles and responsibilities. DPR MD(s) DM/CDS Level: Develop a macro pan-DND/CAF Responsibility Framework to detail internal support requirements for the Youth Program and issue DAODs to explain the overarching DND/CAF position for its control and administration. DM/CDS Dir VCDS / Level 1 Organizations : Strengthen internal relationships and Youth Program support by developing Mutual Support Agreements (MSAs) between VCDS and applicable L1s to satisfy support requirements outlined by the DM/CDS. MSAs

  6. Strong, Secure, and Engaged (SSE) Implementation • Canada’s Defence Policy: Cadets and Junior Canadian Rangers (Youth Program) profiled on: • Pg 70: Section on “Strengthening Canadian Communities by Investing in Youth“. • Pg 80: The Junior Canadian Rangers is mentioned again in a paragraph related to the policy intent to expand and deepen extensive relationships with Indigenous communities, particularly through the Canadian Rangers and Junior Canadian Rangers. • Note: There is also a reference to additional funding for salary increases (pg 45) which will be leveraged to support our existing pressure. • SSE Implementation Plan: Accounts for the 111 specific initiatives that was published in the Defence Policy plus additional Activities that were eventually extrapolated from it. This includes Activity C “Strengthen Canadian Communities by Investing in Youth”:

  7. Defence Plan 2018-2023 (DRAFT) • Defence Plan (Initial Draft): Cadets and Junior Canadian Rangers (Youth Program) profiled on: • Pg 15: Section on End-States/Outcomes in a paragraph that included “Defence provides Canadian Communities with structured programs that enable youth to make a successful transition to adulthood”. • Linked directly to SSE Defence Policy intent and exact wording in draft Departmental Results Framework (DRF) • Note: Includes the intent to replace the current VCDS Manning Priorities methodology with a new framework. Current draft has five priorities with support to the CCO being categorized as Pri 5. • Defence Plan (Proposed Refinements): The following refinements have been proposed in the Defence Priorities Section: • Additional heading and paragraph entitled “Strengthen Canadian Communities by Investing in Youth”: • VCDS will strengthen overall understanding and support of the Department’s Youth Program (Cadets and Junior Canadian Rangers) across DND/CAF through updated direction and required resource allocations and externally through enhanced public awareness and outreach. This is to achieve the Defence Policy’s commitment to expand the reach of this program so more Canadian youth can experience the tremendous and positive youth development opportunities and continue to strengthen communities across Canada. • Grow and Enhance Capability and Capacity Priority: Suggested some rewording of the Infrastructure/Real Property related paragraphs include the following statement: • Examine the infrastructure requirements in support of the Departments’ Youth Program across Canada, including in remote locations.

  8. TBS Policy on Results Departmental Results Framework (DRF) • Seeks to: • improve the achievement of results across government; and • enhance the understanding of the results government seeks to achieve, does achieve, and the resources used to achieve them. • Requires departments to replace their Program Alignment Architecture (PAA) with a DRF comprised of three components: • A set of high level Core Responsibilities, outcomes and indicators • A Program Inventory that describes how they are organized to fulfill their responsibilities • Performance Information Profiles • Must be in place for FY 2018-19

  9. Departmental Results Framework (DRF) Transitionto a New Architecture • Linked to Core Responsibility 3 (Defence Team): • Includes “Strengthen Canadian Communities by Investing in Youth” in CR description Departmental Results Framework Linked to Promote Canadian Interests & Values Strategic Outcome Core Responsibility Core Responsibility PAA Program PAA Program Results and Indicators Results and Indicators Linked to: Program 2.0 Defence Services & Contributions to Government Sub-Program 2.3 Military Heritage & Outreach • Departmental Result/Indicator 3.5: • Defence Provides Canadian communities with structured programs that enable youth to make a successful transition to adulthood. • % of the target Canadian youth population that participates in Cadets and Junior Canadian Rangers Expected Result Strategic Level Sub-Programs or Sub-Sub Programs Program Inventory Program Program Program Program Program Program Expected Result Sub-Sub-Program 2.3.2 Youth Program Program 3.10: Cadets and Junior Canadian Rangers (Youth Program) Operational Level

  10. Next Steps – Upward in Department • CDS Directive on C2 • With SJS waiting final go ahead from us or promulgation: • Outstanding issue with ADM(MAT) / RCN related to C2 Cadet On-Water Program • Strong, Secure, Engaged (SSE) Implementation • Moving beyond Activity C & Related 2-Pager (Ongoing) • Defence Plan (DP) 2018-2023 (~Sep) • L0 Plan will influence L1 / L2 BPs • Engagement with L1 VCDS GpRM & C Prog • Departmental Results Framework (DRF) • Engagement with (MPC/L1 VCDS Gp/C Prog). (Aug-Oct+) • Focus - populating templates Core Responsibility 3, Program Inventory, Performance Information Profile • Departmental Plan (DP) 2018-19 • Influenced by SSE/DP; expect direction from L1 Fall (~Nov) to contribute • Departmental Results Report (DRR) 2016-17 • L1 review completed Focused on Reinforcing Alignment with and Consistent Interconnectivity Between these Strategic Level Documents

  11. National Financial Reality & how it affects us • Historically-National Allocation divided Regionally • New Organization- Centrally controlled by Tasks • FY 17/18 National Allocation $212M • Issues: • retroactive pay raise (4 years -$7.4M) • Existing National Pressures (-$14M) • New Potential Pressures ( -$4.5M) =$26M • RCSU(P): FY 17/18 Allocated $27M • Directed Program requires $31M • Use of 100% funding model or Realistic/Historical cost model

  12. Training Plan & Resource Management • Rationalization of financial resources and clarifying our mandate

  13. Key Messages The Local Program is meant to be delivered Locally $$$

  14. Support and Scheduling of Trg • We are fully funding the Corps and Squadron 10 supported days • Reductions in Sailing, Expedition, and Gliding weekends is a reduction in over-programming and a reflection of realistic/historic participation rates • Activities and initiatives that are “nice to have” will be “on-ramped” should funds become available

  15. Contracting and Delegated Authority • Only DND staff with written delegated authority can enter into contracts when paid by DND • Includes sponsors and/or squadron staff paying for services and they asking for DND to reimburse

  16. Operation Honour/Harmful Inappropriate Sexual Behavior • OP Honour: CDS directive to eliminate harmful inappropriate sexual behavior within the CAF • We need to: • foster and maintain a workplace free from direct, indirect, perceived or unintentional threats which occur due to inappropriate sexual behavior; ( A SAFE AND RESPECTFUL ENVIRONMENT) • Respect the well-being, dignity and mental health of our cadets and staff • Continue to educate everyone on expectations of appropriate behavior • Commit to zero tolerance • This is critically important. Anything less is unacceptable.

  17. Area and Zones Enabling Program Delivery

  18. Area Elemental Advisor Old Establishment • ACICO (Sea) x 3 • ACICO (Army) x 8 • ACICO (Air) x 6 • ACICO (Any) x 5 New Establishment • AEA (Vancouver Island) • 3 posns, 1 Sea, 1 Army, 1 Air • AEA (Lower Mainland) • 4 posns, 1 Sea, 1 Army, 2 Air • AEA (Interior) • 4 posns, 1 Sea, 1 Army, 2 Air

  19. Increased Direct Support • Area staff are located closer to the corps and squadrons they support • Positions assigned to direct support increased: From • 3 ACO’s (full-time) • 9 ACA’s (full-time) • 22 ACICO’s (part-time) To • 12 ZTO’s (full-time) • 7TrgSp (full-time) • 11 AEA’s (part-time)

  20. Communication & Coordination – Vancouver Island

  21. SAIL TRAINING • Training plan reduced from 100% participation to a participation rate of 85% • 6 active Cadet Nautical Sites. Comox, Esquimalt, Nelson, Smithers, Vancouver, Vernon • PQR – successfully selected the top 20 Cadets to attend the NQR regatta in 2018, 7/20 Spots awarded to VI Division Corps • Cadet Volunteer CANSail Instructor Program seen an overall 16% increase in participation at CNS’s. • Sail Canada contract with CCO currently under review expect finalization December 2017.

  22. End Result

  23. Video

  24. Conclusion • Q & A • Discussion • Final Thoughts / Comments

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