1. REGIONAL CADET SUPPORT UNIT (PACIFIC)
Introduction
Thank-you for including us in your AGM weekend. Thanks to: Mr. Brett Anderson, Julie Hilsden and everyone involved with Vancouver Island Division for not only the invite, but for keeping the communication channels open and being so fully committed to the partnership that is essential in this program.

2. UPDATE: Strategic Policy Alignment (SSE, DP, DRF)
Key Messages:
A lot has transpired recently so this presentation is intended to provide you with an update on where we stand in terms of strategic policy alignment and our focus moving forward in terms of the “Big 3” items:
Defence Policy- Strong/Secure/Engaged
Defence Plan
Departmental Results Framework (DRF)
Natl CJCR Sp Gp Command Team Conference 19 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
Key Messages:
What TBS & ADM(Review Services) focused on when they evaluated our program was how it was related to their Relevance & Performance objectives as outlined in this slide.
Moving forward the new Policy On Results will place greater emphasis in this area while reinforcing these fundamental evaluation questions for all 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
Key Messages:
You will also recall that the 2013 Evaluation of the CCO identified a relatively significant weakness in the “relevance” domain hence the reason why we focused on this within Renewal.

5. DPR MD(s) DM/CDS Dir MSAs
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.
Key Messages:
This is the initial macro-framework that was presented to the NCC by the Comd on 26 Feb 2016 that outlined our intent for addressing the strategic policy alignment.
This was reinforced by the VCDS through his subsequent Implementation Directive (C2 restructure/Pan-DND/CAF Support) he issued on 4 Aug 2016.
Including the requirement to issue a specific CDS C2 Directive
Additional Background/Context:
In addition to the significant organizational restructuring achieved in a relatively short-period of time, our attention has also been on strengthening the strategic policy alignment.
With a clear strategic policy alignment at the GC, MND and DM/CDS level, this will help set the stage for success at L1/L2 and prevent/resolve various challenges and issues related to the often complex management, administration and support of our very important Youth Program.
As you can see by this diagram, current efforts our on reinforcing the strategic space which is essential for the successful delivery of the Youth Program on behalf of the Government.
GC Level: Influenced by DPR Presentation
MND Level: There is a current refocus on completing the Ministerial Directive (MDs) which is intended to replacement the current QR(Cadets).
DM/CDS Level: We are in the early planning stages of working towards a new DM/CDS Directive related to enhancing Pan-DND/CAF understanding of and support for the Youth Program as a whole.
The CDS C2 Directive also is accounted for in this level of direction which would ultimately be converted to a DAOD but the CDS Dir was the chosen policy instrument IOT get it in place in a timely manner; despite the current challenges.
VCDS/L1: New and updated MSAs will be developed as follow-on/concurrent work related to the DM/CDS Directive.
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”:
New Canadian Defence Policy recently released called Strong, Secure and Engaged
For the first time our organization is specifically mentioned 3 times in this document. Pg 70/80/45
This identification carried over into the SSE Implementation Plan in Activity C which reads:
The intent of Activity C is to :
Strengthen overall understanding of, and support for, the Departments’ Youth Program (Cadets and Junior Canadian Rangers) across DND/CAF through updated direction and required resource allocation and externally through enhanced public awareness and outreach; and
Expand the reach of this program so more Canadian youth can experience these tremendous and positive developmental opportunities and continue to strengthen communities across Canada.

7. Defence Plan (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.
Also mention para 23 within the Defence Priorities section that states:
It must be noted that while some of the SSE initiatives are directly funded, others will necessitate DND/CAF to reallocate within its reference levels the funding necessary to ensure the execution of all the SSE components.

8. Departmental Results Framework (DRF)
TBS Policy on Results
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
Effective 1 July 2016, TBS introduced a new Policy on Results. The policy combined the Management, Resources and Results Structure policy with the Policy on Evaluation and calls for the establishment of a results-based culture across government which focuses on the delivery and communication of key priorities and outcomes (Government-wide, Mandate letter and Departmental).
Calls for the establishment of a results-based culture across government which focuses on the delivery and communication of key priorities and outcomes
The policy requires departments to develop a Departmental Results Framework (DRF) which is comprised of two things:
A set of Core Responsibilities and associated outcomes and performance indicators (External Communication of Departmental Results)
A Program Inventory with complete performance profiles that contain outcomes, indicators, logic models etc. (Internal Management)

9. Departmental Results Framework (DRF)
Transition to a New Architecture
Linked to Core Responsibility 3 (Defence Team):
Includes “Strengthen Canadian Communities by Investing in Youth” in CR description
Core
Responsibility
Program
Results and Indicators
Departmental Results
Framework
Inventory
Strategic Outcome
PAA Program
Expected Result
Sub-Programs or Sub-Sub Programs
Linked to Promote Canadian Interests & Values
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
Strategic Level
Sub-Sub-Program Youth Program
This slide identifies some of the core principles associated with transition from the previous Management, Resources and Results Structure to the architecture associated with the Policy on Results. Some of the changes associated with this transition are:
With respect to the Departmental Results Framework (DRF): The DRF replaces the former Strategic Outcomes (SOs) and the highest level of the Program Alignment Architecture (PAA) as the structure against which resources and performance information will be reported to Parliament. A mixture of Programs and SOs from the existing PAA can be used as a base to create the Core Responsibilities. To the extent that there are sound, Expected Results and indicators from any level of the PAA can also be used in the DRF.
With respect to the Program Inventory (PI): The PI replaces the hierarchical relationship of programs under the previous MRRS policy and may be drawn from existing lower-level programs in the PAA or created anew.
With respect to the Performance Information Profile (PIP): The PIP is a management tool that will be used to plan for and guide the generation of program performance information (to support ongoing measurement and periodic evaluation and will act as a repository for other key information for each program in the PI.
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) (~Sep)
L0 Plan will influence L1 / L2 BPs
Engagement with L1 VCDS Gp RM & 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)
Influenced by SSE/DP; expect direction from L1 Fall (~Nov) to contribute
Departmental Results Report (DRR)
L1 review completed
Focused on Reinforcing Alignment with and Consistent Interconnectivity Between these Strategic Level Documents
SO WHAT:
-We now have linkage to the these significant documents through the Defence Policy under the VCDS chain of command.
-Cadets and JCR programs account for more than half of the VCDS’ annual budget
-Canadian Government has announced a significant long term increase to the Defence Budget
- Now we need to take advantage of these opportunities to ensure that we engage with the implementation teams and we move forward over the next 12 months to capitalize on new focus on the Cadets.

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
History- each Region given money to deliver program in stove pipes,
Difficult to: track/ manage/ compare regions/ find efficiencies
New Org- Centrally controlled by tasks:
1) Local Program
2) Regionally Directed Activities (RDA)
3) Summer Training (Cadet Training Centers)
4) Nationally Directed Activities (NDA)
5) Direct Support to Cadet Training
6) CIC Training
Budget reports quarterly
Easier to compare between Regions.
Issues:
retroactive pay raise (4 years)/ had to be absorbed into this years budge
RCSU(P): FY 17/18 Allocated $27M
Directed Program requires $31M
Use of 100% funding model or Realistic/Historical cost model
Our intention to cover the $4M shortfall:
is to use the Historical costing model (# of cadet who historically attend (85%)
ensure we stick to mandated program, not traditional legacy program
Look for on ramps for efficiencies found/not off ramps

12. Training Plan & Resource Management
Rationalization of financial resources and clarifying our mandate
Financial Resources
As our Formation reviews and standardizes our business we have been required to re-evaluate how we conduct business. Staff have bee challenged to:
Articulate why we do what we do? (is it in our mandate)
Determine if we are conducting business as efficiently and economically as possible?
Financial pressures have caused us to look very closely at what we were doing and we have made some adjustments. The most recent is the reduction in the number of flying weekends. We were scheduling significantly more flying days than required to provide every Air Cadet with one familiarization flight per year. We cannot afford over-programming.
While there will continue to be changes, we will continue to focus our support on the delivery of the local program

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

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
Fully funding the 10 supported days:
If corps/squadrons are being told no to an expense, it is either because it is not in scope, or it is not economical
Sponsor funds are not required to augment mandatory training
We cannot split costs for a single requirement (i.e. bussing, accommodations)

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.
There are far too many incidents both at the Corps and Squadrons and at the CTCs.
We must change the culture and to do that I need everyone’s buy off on the importance of this and the consequences if you don’t get on board.
We will always take the side of the victim until the investigation is completed and then deal with the accused, or victim if allegations were false.
We will always suspend the accused to protect the cadets or victim until the investigation is complete.
We need to improve the length of time that it has taken to complete the investigations and formally deal with the individuals involved.

18. Enabling Program Delivery
Area and Zones
Zone Trg O
Assists with planning, coord, conduct of trg. Acts as point of entry into full-time network when req for CO/Trg O
Area Advisor
Extension of the Area OIC and linkage to Governance (Leagues). Provide offset / mentorship for role of CO. CIC Elemental presence
Area OIC
Enables Zone Trg Os and Trg Sp Coords. Tasks Area Advisors. Reports up / responsive to taskings from Chief Trg O
Trg Sp Coord
Works with Zone Trg Os to ensure sp of trg, links to RCSU / fwd J4 / base J4. Mentors Sr Cdts. CAF elemental presence
Enabling Program Delivery
Area Staff are the first point of contact for assistance, guidance, and support to corps and squadrons.
Area OIC is responsible for the supervision and support to corps and squadrons.

19. 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)

20. 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)
7 Trg Sp (full-time)
11 AEA’s (part-time)
Closer proximity enables more frequent face-to-face communication and support.
Overall a significant net increase in the dedicated person hours assigned to directly supporting corps and squadrons.

21. Communication & Coordination – Vancouver Island
RCSU Pacific
V.I. Division
Corps
Area OIC
LCdr Tracy Terry
Lt(N) Bruce - Acting
VID President
Brett Anderson
Zone Trg O Van Island North
Capt Darryl Rolfe
Zone League Rep
Julie Hilsden
54 (Campbell River)
64 (Powell River)
189 (Comox)
136 (Nanaimo)
109 (Port Alberni)
296 (Parksville)
Zone Trg O Van Island South
Lt(N) Mary-Kay Meeker
100 (Duncan)
5 (Victoria)
220 (Sidney)
263 (Langford/Westshore)
325 (Sooke)

22. 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.

23. End Result

24. Video

25. Final Thoughts / Comments
Conclusion
Q & A
Discussion
Final Thoughts / Comments