ADDENDUM

RENEWAL
OF THE CADET AND JUNIOR CANADIAN RANGERS PROGRAMS

VERSION 1.0 Aug 2015

RENEWAL OF THE CADE T

AND JCR PROGR AMS

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
Renewal-Renouvellement-Cadets.JCR-Cadets.RJC@forces.gc.ca

MAPPING THE FUTURE

RENEWAL OF THE CADE T

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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 undergoing 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 breakdown 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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MAPPING THE FUTURE

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
FY 13-14

Phase 2
FY 14-15

FY 15-16

2014

FY 16-17

2015

FY 17-18

2016

2017

FY 18-19
2018

Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec

2013

Phase 3

3.1 Governance Model

1.1 Local Facilities SOR

3.3.2 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 Report

6.2 Cyclical Program Guidance

3.2.4 Command and Control Structure (O&E)

3.4 Program Administration Review

3.5 HR Model and Plan

2.1 Youth Voice Plan
4.4 Program Sustainability Plan
4.1 Continuous Improvement Model

5.1.1 Program Support Model

5.1.3 Cadet Program Costing

2.2.1 Quality Performance Matrix

4.2 Close-out
5.1.2 JCR Program Costing
1.4.1 Positive Youth Development and Outreach Training

2.2.2 CAF Familiarization Support

6.1 Strategic Policy Alignment

5.1.1.4 Staff Capacity Additional Pay / Personnel

2.2.3 Dynamic Program Tool Box

1.7 Internal Communication

1.5 Outreach Strategy

2.4.1 Cadet and JCR Rewards
1.6 National Public Affairs Strategy
2.4.2 Uniform Modernization
4.3.1 Cadet Population Growth Plan
2.3 Program Flexibility
4.3.2 JCR Patrols Growth Plan
1.3 Risk Matrix
5.2 Manage Resource Impacts
2.5 Customer Service
3.6 Selection Process
LAUNCH

REALIGNMENT
PERIOD

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.

REALIGNMENT
PERIOD

CLOSE

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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

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

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

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

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

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

Jun 16

Re-organized
Shifted to Phase 2

1.4

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

COMPLETED / MERGED

Risk Matrix / Strategy

Jan 17

Oct 17

Re-scoped
Connected to 3.3.2, 5.1.2 and 5.1.3

Merged into 3.5

Sep 15

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

GOALS, OBJECTIVES AND TASKS

OUTPUTS / DELIVERABLES

PHASE 1, 2 OR 3

Develop and deploy an at-risk youth education and training package

for all adult program leaders and volunteers

Positive Youth Development

and Outreach Training

1.4.2

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

1.5.2

Develop an outreach program that identifies specific youth demographics

and geographic areas that would benefit from the Cadet and JCR Programs

Outreach Strategy

1.5.3

Develop partnerships with other government departments (OGDs),

non-government organizations (NGOs), and private sector supporters

Outreach Strategy

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

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

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

Oct 13

Aug 15

Concludes early in Phase 2

1.6.4

Develop a Renewal Plan communications strategy

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)

Sep 15

Mar 16

New
Stems from Phase 1 work
Connected to 1.6, 3.4.6 and 6.2

COMPLETED / MERGED

Internal Communication Approach

Oct 13

Oct 13

Jan 15

REALIGNMENT STATUS / DEPENDENCIES

1.4.1

National Public Affairs Strategy

ESTIMATED WORK PERIOD

Aug 15

Completed in Jan 15

Re-scoped
Concludes early in Phase 2
Merged into 4.4

Oct 13

Aug 15

Concludes early in Phase 2

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

GOALS, OBJECTIVES AND TASKS

OUTPUTS / DELIVERABLES

PHASE 1, 2 OR 3

ESTIMATED WORK PERIOD

REALIGNMENT STATUS / DEPENDENCIES

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

2.1.2

Monitor Cadet and JCR Programs population demographics data to

define how changes in demographics will inform decision making

Youth Demographics
Integration Plan

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

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

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

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

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

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

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

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

Aug 15

New
Concludes early in Phase 2
Connected to 3.4

COMPLETED / MERGED

Customer Service Performance

Management Framework

Apr 17

Dec 17
Merged into 4.4

Jan 15

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

GOALS, OBJECTIVES AND TASKS

OUTPUTS / DELIVERABLES

PHASE 1, 2 OR 3

ESTIMATED WORK PERIOD

REALIGNMENT STATUS / DEPENDENCIES

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

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

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

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

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

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

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

COMPLETED / MERGED

Merged into 3.2.2

1, 2

Oct 13

Apr 16

Merged from 3.2.5

Continues thru Phase 2
Connected to 3.2.1 and 3.2.2
Merged into 3.2.4

Merged into 3.1

Jan 16

Mar 17

Re-scoped
Merged from 1.1.2
Connected to 3.1

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

GOALS, OBJECTIVES AND TASKS

OUTPUTS / DELIVERABLES

PHASE 1, 2 OR 3

ESTIMATED WORK PERIOD

REALIGNMENT STATUS / DEPENDENCIES

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

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

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

Sep 15

Aug 16

3.4.4

Reduce administration and bureaucracy for the corps and squadron

Program Administration Review

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

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

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

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

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

COMPLETED / MERGED

Merged into 3.2.1, 3.2.2 and 3.2.4

Merged into 3.2

HR Model and Plan

Apr 17

Dec 17

Re-scoped
Advanced from Phase 3
Merged from 1.2.1
Connected to 3.2

Administrative Review

Jan 15

Aug 15

New work stemming from Phase 1

Concludes early in Phase 2
Connected to 2.5 and 3.4

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

GOALS, OBJECTIVES AND TASKS

OUTPUTS / DELIVERABLES

PHASE 1, 2 OR 3

ESTIMATED WORK PERIOD

REALIGNMENT STATUS / DEPENDENCIES

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

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

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

Close-out Briefing Note

Apr 14

Jun 14

Completed Jul 14

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

Close-out Briefing Note

Apr 14

Jun 14

Completed Jul 14

4.2.4

Close-out Ministerial Directives

Close-out Briefing Note

4.2.5

Publicly acknowledge efforts and accomplishments

Renewal Communications Plan

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

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

Sep 17

Jun 18

Merged from 4.1.1 to 4.1.3

Connected to 4.4

Migrated back to staff

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

GOALS, OBJECTIVES AND TASKS

4.3.2

Grow the JCR Program to 153 Patrols

4.4

MANAGE GROWTH OF THE CADET AND JCR PROGRAMS

4.4.1

OUTPUTS / DELIVERABLES

PHASE 1, 2 OR 3

ESTIMATED WORK PERIOD

REALIGNMENT STATUS / DEPENDENCIES

JCR Patrol Growth Plan

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

Identify the maximum and sustainable number of youth that could be

engaged in the Cadet and JCR Programs

Program Sustainability Plan

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

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

Program Sustainability Plan

Sep 16

Aug 17

Renumbered
Merged from 4.3.4
Connected to 3.5, 4.3, and 6.2

4.4.4

Conduct an active liaison and education program with Leagues /

CRPGs where there is a potential for program overlap

Program Sustainability Plan

Sep 16

Aug 17

Renumbered
Merged from 4.3.5
Connected to 3.5, 4.3, and 6.2

4.4.5

Rationalize Cadet and JCR membership requirements to address entry

based on age or school grade

Program Sustainability Plan

Sep 16

Aug 17

Renumbered
Merged from 4.3.6
Connected to 3.5, 4.3, and 6.2

4.4.6

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

Program Sustainability Plan

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

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

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

5.1.1.2

Develop a service and support model for corps and squadrons

Recommended Support Model

Nov 13

Aug 15

Re-scoped
Connected 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

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

Nov 13

Aug 15

Re-scoped
Connected to 5.1.3
Merged into new 5.1.3

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

GOALS, OBJECTIVES AND TASKS

OUTPUTS / DELIVERABLES

PHASE 1, 2 OR 3

Oct 13

Dec 14

REALIGNMENT STATUS / DEPENDENCIES

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

5.1.1.5

Identify and consider areas, components or opportunities for Alternative

Service Delivery (ASD)

Recommended ASD Plan

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

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

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

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

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

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

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

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

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

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

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

Oct 13

Mar 15

Completed Jul 14

5.2.2

Mitigate department funding impacts on Cadet and JCR Programs

Impact Mitigation Strategy

Oct 13

Mar 15

Completed Jul 14

COMPLETED / MERGED

ESTIMATED WORK PERIOD

Merged from 1.4.2 and 1.4.3

Connected to 5.1.3
Merged into 5.1.1.2 and 5.1.1.3

Merged into 5.1.2.2

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RENEWAL OF THE CADE T

AND JCR PROGR AMS

MAPPING THE FUTURE

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

GOALS, OBJECTIVES AND TASKS

OUTPUTS / DELIVERABLES

PHASE 1, 2 OR 3

ESTIMATED WORK PERIOD

REALIGNMENT STATUS / DEPENDENCIES

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

Sep 15

Dec 15

6.1.2

Be responsive to relevant shifts in GoC strategies, priorities and policies

Strategic Policy Alignment

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

Jun 15

Dec 15

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

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

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

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

Jan 16

Aug 16

New
Stems from Phase 1 work
Connected 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

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

Completed Apr 14

13