1. CHIEF MILITARY PERSONNEL CHEF - PERSONNEL MILITAIRE Strength through personnelLe personnel fait la force The New Deal – Update Bob Smith, Assoc DGPFSS 15 April 2009 NPP Board Meeting

2. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Agenda CDS Guidance Requirement for New Deal New Deal Status Areas to be Examined Concept of Equitability

3. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE CDS Guidance – Jan 04 Provides Guiding Principles –Responsibilities and Reporting –Level of Service –Recipients –Funding –Management of NPP –Cost to Recipients –Approval of New Programs

4. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE CDS Guidance – Jan 04 (cont’d) Concept of Equitability –Range of Services –Availability –Accessibility –Pricing Location considerations

5. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Requirement for New Deal Overarching Objectives Equitable access Enhance the value of NPP at all locations Administrative efficiency and effectiveness Implement viable capital infrastructure management approach Enhance performance mgmt through goals, milestones, measuring and reporting

6. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE New Deal - Status Base/Wing Commanders Conference 29/30 Jan 08 –General endorsement –Some cautions –Pace of work Draft Study Directive –Staffed to ECSs –May 08 All ECS very supportive – cautioned pace of activity –Steering committee – chaired by Assoc DGPFSS, ECS reps –Participative working group for each initiative

7. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE New Deal - Status Briefed CDS – 16 Oct 08 Study Directive Issued Steering Committee –Priority of Work Established –Terms of Reference –Definition - equitability –1 st two working groups Funding Distribution Reporting and Performance Measures

8. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Steering Committee ChairBob SmithAssoc DGPFSS VCDS RepCapt (N) Lynn Bisson Comdt CFSU(O) CMS RepCapt (N) Paul Catsburg D Mar Pers CLS RepCol Kevin MoherG1 (DLPM) CAS RepCol Steve FashD Air Pers Mgmt ADM (Fin CS) RepCol Claude Rochette DB

9. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Steering Committee Terms of Reference Oversight of New Deal working groups Define equitability Inform chain of command of progress Provide forum for sharing information among working groups Allocate necessary resources – manage pace of work Act as Senior Review Board for Project Access Make New Deal recommendations to NPP Board 3 Meetings held; 4 th 16 Apr 09

10. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Areas to be Examined Funding Distribution Why – current system complex, inequitable, and no local influence on net results. Considerable overhead to administer Expected Results – an equitable NPP funding distribution (including chargebacks)

11. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Funding Distribution Working Group ChairYvan BeaupréDGPFSS CFO VCDS RepMaj Francois CoulombeCFSU(O) Compt CMS RepLCdr D. BouchardBAdm Esquimalt CMS RepLCdr C. BriandD Mar Pers CLS RepMaj E.E. Haevens1ASG CLS RepMaj A.J. AuchterlonieG1 Svcs CLS RepCapt J.F. DoraisAdjt 5 GSS CAS RepMaj Yvonne ParsonsD Air Pers Mgt 2-2 CAS RepMaj Shirley Greenwood16 Wing Borden CAS RepMr. Harold Spurvey5 Wing Goose Bay ADM (Fin CS) RepMr. René BornaisDFPP Ex- officio – CWO Boivin Observer – Ms Lisa Bumbala (CMP Compt)

12. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Funding Distribution Working Group Terms of Reference Broad mandate Represent Bases / Wings / small units Public / NPP interface Consult widely Keep Steering Committee advised of progress and issues Recommendations to Steering Committee 1 st meeting held 26 Feb 09

13. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Reporting and Performance Measures Why – performance management and measurement criteria needed to assure CDS guidance are being met Expected Results – comprehensive NPP reporting and performance measurement framework Areas to be Examined (cont’d)

14. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Reporting and Performance Measures Working Group ChairMr. Gilles Archambault DGPFSS COS VCDS RepMs Katherine Bedard VCDS GMS Business Planner CMS RepMr. Frank CleysenPSP Mgr Halifax CMS RepLCdr R. DagenaisCMS MSRMS CLS RepMaj John St. Dennis DLS 2 CLS RepCapt M.W. GrillsLFCA G1 Pol CAS RepLCol June ZuorroCompt Winnipeg CAS Rep ADM (Fin CS) RepMaj Joanne LarrettDB

15. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Reporting and Performance Measures Working Group - Terms of Reference Broad mandate Represent Bases / Wings / small units Consult widely Keep Steering Committee advised of progress and issues Recommendations to Steering Committee – comprehensive, easy to administer performance management framework 1 st meeting held 26 Mar 09

16. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Areas to be Examined (cont’d) NPP Capital Expenditures Why – local driven approach has led to inequitable infrastructure distribution; CFCF loan program broken Expected Results – systematic approach to developing and maintaining a fair and equitable distribution of NPP infrastructure. Reduced requirement to accumulate large CBA balances

17. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE CANEX Capital Programs and Operations Why – current approach leads to sub-optimal investment and operational decisions Expected Results – Enable CANEX to provide a broader array of goods and services at more locations and in response to local needs and requirements, with a sustainable infrastructure plan Areas to be Examined (cont’d)

18. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Deployed NPP Operations Why – significant in scope, complexity and financial worth, require significant up front investment, management and accountability expertise Expected Results – more equitable availability of NPP programs and activities in all deployed ops. Funding distribution consistent with overall NPP approach Areas to be Examined (cont’d)

19. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Specialty Interest Why – all operated as independent financial entities; little consistency from location to location; investment and operational decisions determined by transitory local leadership Expected Results – system approach would change focus from each outlet being profitable to system being self-sustaining. Greater flexibility on how programs and activities could be delivered. More consistent equitable access. Administration efficiencies Areas to be Examined (cont’d)

20. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Messes Why – all operated as independent financial entities; inconsistent operations including level of mess dues and services. Expected Results – system approach should lead to greater consistency. Economies of scale and back office savings should enable mess dues to be lowered across the board. Approach consistent with NPP contracting policy and the Project Access philosophy. No adverse impact on Base/Wing funds Areas to be Examined (cont’d)

21. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Concept of Equitability Definition Equitability – fair distribution of Morale and Welfare (MW) programs in the CF that reflect national governing considerations, are financially sustainable, are reasonably accessible to CF families at a reasonable cost, are balanced to meet the needs of the local environment and are flexible to meet emerging demands.

22. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Concept of Equitability Guiding Principles National Governing Considerations –Overall level and variability of MW infrastructure and programs and activities offered at each location based on the ‘classification’ of base in terms of size and geographic/demographic status (isolated, rural, semi- urban, urban) –In terms of range and availability, standards should be comparable to that for a progressive community in Canada –Consultative approach to determine core and optional requirements at each location to set mid to long term approach –Business case approval of capital programs (NPP Board) –Commitment to new Capital construction and/or MW programs must be quantifiable before the project and/or program is approved

23. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Concept of Equitability Guiding Principles Financially Sustainable –Can have access to National funds –Variances in level of national funding based on “classification” of bases and availability of community resources –Programs (exclusive of new capital construction) must be based on a community needs assessment /& the capacity to sustain the program at the local level –Predicated on a user pay system which reflects proportionality in both cost and demand –Ensure that program delivery among CF service providers is not duplicated at the local level –In principle, local level operating budgets should not run a deficit

24. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Concept of Equitability Guiding Principles Reasonably Accessible at Reasonable Cost –Offered and/or locally available programs should have sufficient capacity that CF families do not face excessive wait times for enrolment –The cost of programs and activities to CF families should be set to minimize the financial disutility of relocation (i.e. need to consider both local and national pricing considerations)

25. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Concept of Equitability Guiding Principles Balanced to Meet Local Needs –Reasonable level of goods, services, facilities and programs that contribute to their financial, physical, emotional and spiritual well-being. –MW programs should be adapted to specific needs of each military community, therefore not all programs and services will be offered in all military communities. A CO need not provide a program or service which members and families have access through the local community. –Ensure that the needs of all CF families (Reg F, Res F, and retirees) are considered in developing the local MW program

26. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Concept of Equitability Guiding Principles Flexible to Meet Emerging Demands –New programs established to meet the needs of the individual community can receive funding comparable to existing programs as long as they stay within the intent of the morale and welfare program –Sufficient rigour within local MW program to accommodate new demand without over-extending local capacity to support

27. CHIEF MILITARY PERSONNEL | CHEF - PERSONNEL MILITAIRE Questions