Campaign Plan
The way ahead from Commander Garrett Reddy, Commanding Officer Regional Cadet Support Unit (Atlantic). A message to all Canadian Forces Regular and Reserve personnel, Civilian Instructors and civilian employees working in support of the Cadet Programme in Atlantic Region.
Since assuming command of the Regional Cadet Support Unit (Atlantic) (RCSU(A)), 30 Jan 09, I would like to thank RCSU(A) and the Detachments for receiving me and providing some excellent briefs and discussion points. I have thoroughly enjoyed meeting everyone, and I look forward to working with you all in the coming years. As I mentioned when chatting with you, Atlantic Region is supported by tremendous people. You are all very focused on the Cadet Programme and delivery of same.
As you can imagine, my head is exploding with ideas and plans. I would dearly love to wave a magical wand and make a number if initiatives come to fruition, but that is not possible. Having said that, I wish to assure you that my total effort will be in support of you and your work. I will seek out and progress, on your behalf, our initiatives to ensure we move the Cadet Programme in Atlantic Region forward.
I would like to thank the League Presidents and their members whom I have met. I still have a number of League Presidents to meet and I will certainly do this over the next month or two. The Leagues and our Corps and Squadron sponsors are critical to our success in the many communities across the Atlantic Region.
I have attached my thoughts in a rather long dissertation. I apologize for the lengthy read but this is my Campaign Plan. I want to engage you all and that is the reason for the Campaign Plan.
I consider this a living document that I am sure will be altered as we progress on our journey to make Atlantic Region the best region in the Canadian Cadet Organizations (CCO).
There are 24 elements in my Campaign Plan. These are my thoughts based on briefings and conversations I have had across RCSU(A). The top six are:
• Recruitment and Retention
• Leadership
• Tri-Service Corps
• Corps and Squadron Training Plans
• CIC Officer Development
• ACICOs
Although I have listed the top six, the remaining elements are just as important and significant to our development and success within RCSU(A).
I ask that you give this document widest distribution within our region. It is critical that everyone be aware of my Campaign Plan and elements/areas I consider significant for our region. I ask that Det Comds forward to their League Presidents (I am still compiling my contact list) and to Corps and Squadron COs. I encourage discussion on my Campaign Plan and how we can better the Cadet Programme in the Atlantic Region.
G.L. Reddy
Commander
Commanding Officer
Recruitment and Retention
Recruitment and retention will be our number one priority for the Atlantic Region. We are recruiting moderate numbers each year. However, we are losing our intermediate level cadets. The solution will rest in a viable summer and fall/winter programme. RCSU(A) needs to ensure our activities engage and keep the interest of our mid-level cadets in the 15 to 17 year range.
Leadership
Leadership is an often bantered about word that people struggle to define. I encourage you to review my Command Philosophy as the entire document encompasses the theme of leadership. I expect all personnel in positions of responsibility to be accountable for their actions and the actions of those under their supervision. Our mantra is cadets, their safety, and their development as young Canadians and good citizens of Canada. We do this through the varied activities and programmes that the CCO provides. Through your leadership, we will ensure our cadets are safe, protected, and with provided a health and enjoyable atmosphere in which to progress the many activities we provide. Through strong leadership, our Cadet Programme will only get better.
Tri-Service Corps
There are two aspects of the Tri-Service Corps concept:
a. Incorporation of two or three Corps or Squadrons; or
b. Incorporation of elements into a single Corps or Squadron.
a. In areas that are struggling with cadet recruitment and retention and are supported by the same schools, I intend to introduce the Tri-Service Corps. RCSU(A), in cooperation with the Leagues, will stand up a Tri-Service Corps taking the name of the community in which the struggling Corps or Squadron resides. Each existing Corps or Squadron will be brought under the umbrella of the Tri-Service Corps maintaining their Corps or Squadron identity. Senior leadership positions within the Tri-Service Corps (CO, XO, Trg O, and senior cadet staff) will rotate, to ensure an equal cross section of leadership across elements within the Tri-Service Corps. Det Comds are to review areas where a Tri-Service Corps is needed. With the support of the Leagues and sponsors, my intention is to move forward with this imitative quickly. I expect the first Tri-Service Corps to be established by Sep 09.
b. Recruitment of elements into an existing Corps or Squadron is the second piece of the Tri-Service Corps concept. In cases where one Corps or Squadron is supporting a community, I intend to recruit cadets into their uniform of choice vice the uniform of the existing Corps or Squadron. For example, if an Air Cadet Squadron is the only cadet unit supporting a local community and the potential recruit wishes to be an Army or Sea cadet, I want the squadron to recruit the individual in the uniform of their choice. The introduction of the Cadet Programme Update (CPU) will allow us to manage these cadets, as 70% of training will be common across all elements. The onus will be placed on RCSU(A) to ensure those cadets will receive their mandatory training requirements.
Corps and Squadron Training Plans
A common theme across all Detachments is the development of a realistic and manageable training plan within the Corps and Squadrons. Det Comds have informed me that ACOs/ACAs struggle, during the training year, because Corps and Squadrons do not have a strong training plan. In some cases, a training plan does not exist. It is imperative that our fall and winter programme is well planned and resources allocated. This will ensure a meaningful programme for cadets and allow us to avoid the pitfalls of year-end spending. To assist Det Comds in the preparation of Corps and Squadron training plans, the COs Conferences will be given back to the Det Comds. There will be no presentations from DCdts, RCSU(A), or Leagues. The day and a half will concentrate on the Det Comd’s agenda i.e. training plans, Fortress, Corps and Squadron cooperative efforts, etc. RCSU(A) staff’s attendance will be in a support role only.
CIC Officer Development
There are two aspects of CIC Officer Development that must be addressed:
a. Workload/Administrative Burden; and
b. Junior Officer Development.
a. I am very concerned with the administrative burden being taken on by the Corps and Squadron COs. I will engage with the Det Comds to see where we can streamline the process to lighten this load. This will not be an easy task but I am confident there are efficiencies we can accomplish from the process. In Corps and Squadrons that have trained officers, I want to spread the workload among the officer corps. In Corps and Squadrons that are struggling with qualified officers, I intend to assist the unit through the use of ACICOs. These officers will be tasked by the Det Comd and will work closely with the ACO/ACA to ensure concentrated assistance is provided to that corps and squadron until the unit is on its feet. Corps and Squadrons that are working well will continue to receive our support but we shall place greater effort to assist those Corps and Squadrons that are struggling.
b. Junior Officer Development. I have received feedback that our Junior CIC Officers are not receiving the proper mentorship and guidance to ensure their commitment and retention in the CCO. When I am briefed on Corps and Squadrons that have COs in place for extended years, it tells me that we have not developed a strong succession plan for our Junior Officers. I realize there are cases where a succession plan is not possible because of lack of qualified officers, but in other cases we are sending the wrong signal to our Junior Officers. Our Junior Officers need mentoring and development opportunities. They are the leadership base of the CIC. The CSTC provides an ideal location to progress the development of our Junior Officers. There is a sense that the CSTC is becoming a job of last resort for our Junior Officers and they have indicated lack of respect, poor jobs, no mentorship, and a perceived lack of fairness during the CSTC. The result is that we will potentially struggle to fill our critical CIC Officer billets at CSTC. In addition, I wish to look at other opportunities during the training year to enhance CIC Officer Development.
ACICOs
During my visits to the Detachments, I am met with the same concerns about workload, training plans, Fortress, etc. I believe the ACICO can play a role in assisting the Detachments through these difficult issues. Our Corps and Squadrons are struggling to organize and provide the required programme as directed by DCdts. The reasons are varied but the common theme is the administrative burden taken on by the Corps and Squadron COs. This burden has not gone unnoticed by our Junior CIC Officers. Indeed, our Junior Officers are unwilling to assume the challenges of senior appointment because of this heavy and thankless workload. I do not see RCSU(A) obtaining any substantial increase in establishment to combat this situation. I see this help and mentoring coming from an already existing group of Senior CIC Officers called ACICOs. It is my intention to review the roles of the ACICO within our Detachments to ensure these valuable officers are being used to their maximum effectiveness. I see these officers as mentors, training plan and Fortress consultants, and valuable assistants to the ACOs and ACAs. I will increase the number of ACICOs in areas that need assistance. Appointments will not be a thank you for long and deserving service, but I will expect results from these appointments. ACICOs shall work for the Det Comds and be assigned tasks as required by the Det Comd. ACICOs can be employed up to 25 working days per year but there is no guarantee that each ACICO will receive the full 25 days employment. I am excited about the use of these very talented officers and am confident of their invaluable assistance to a number of our pressing issues – Corps and Squadron training, Fortress, CIC Officer Development and progression of the Cadet Programme.
Budget
I have communicated that my only concern as CO RCSU(A) is the budget and managing our resources to ensure a balanced programme for all cadets. That said, it is imperative on me as CO RCSU(A) and our Comptroller to manage our resources wisely and effectively. My bottom line is the cadets and the delivery of the Cadet Programme. I must balance that with Military Pay and SWE, which consumes over 50% of my budget. I am directing the Det Comds to take responsibility for their O&M funding. They will have authority to move money within their elements to make effective use of their resources thus delivering a more effective Cadet Programme. Where one element is not using its allocated funding, the Det Comd will have the authority, in consultation with the Comptroller, to move that money elsewhere in support of the Cadet Programme. RCSU(A) will retain control of Mil Pay and SWE.
I have instructed all Det Comds to cease their end of Fiscal Year (FY) marathon of resource spending. The training programme must take into account the disparity between the end of FY and the training year. As of 1 Apr 09, the Detachment has its notional allocation for the coming FY and continues with the training plan. The movement from old FY money to new FY money will be transparent to the Corps and Squadrons. The Corps or Squadron training plan continues without interruption. Training plans will dictate what is to be spent during the Jan/Feb/Mar period. I have instructed the Detachments to cease calling Corps and Squadrons to confirm where their remaining funds are being spent. If it is not in a training plan and not allocated the funds will be moved to another area of cadet training where it can be utilized. The monitoring, movement, and control of our budget resources are essential to a balanced and viable year-round Cadet Programme.
Communications Plan
RCSU(A) Public Affairs is developing a communications strategy for RCSU(A). This communication plan will provide guidance on how we will communicate and develop the CCO in the Atlantic Region. It will encompass but not be limited to speaking engagements to school boards, school trustees, participation in local community events, communicating the merits of the CCO to our communities and our awards programme. We will make use of every opportunity to promote Cadets within the Atlantic Region.
Community Links
I encourage all Corps and Squadrons to continue to build on or re-establish their community links. A strong initiative of cadets was always Cadets Caring for Canada. I encourage Corps and Squadrons to look at initiatives you can complete that will continue to contribute to our communities.
We have a number of Corps and Squadrons which parade in well established armouries, etc. These locations may not be the most ideal for our cadets and our ability to recruit and retain personnel. If your support school/community is displaced from your parade site, I suggest and encourage Corps and Squadrons to seek the support of your local school as a parade location and move to where the support school/community is located. I am tasking the Detachments to review the Provincial School Board statistics to determine where new Corps and Squadrons could be established or where existing Corps and Squadrons can be relocated.
Op CONNECTION
I want the Atlantic Region to support Op CONNECTION wherever we can. I am seeking funding through the Op CONNECTION initiative in support of our cadet outreach into the communities. I will particularly target the CSTC Programme, such as, Ceremony of Flags, CSTC bands and the Glider Flying Programme. Detachments are to forward outreach activities through the RCSU(A) respective trainers for consideration of Op CONNECTION support.
Leagues
Critical to our success in Atlantic Region is our close cooperation and work with the Leagues. We will engage the Leagues to discuss our issues and support their strategic goals and initiatives. Det Comds have or are about to start holding meetings between the respective Detachments and their League Presidents. This is an excellent initiative and I encourage its continuance. I leave it to the Det Comds to decide how often these meetings should be conducted but I see this as at least a semi-annual affair.
Sponsors
The sponsor network supporting our Corps and Squadrons is another key aspect to our success in Atlantic Region. I encourage and support the excellent work of our sponsors. I ask our sponsors to continue their work on behalf of our cadets. I have tasked the Detachments to provide whatever guidance and support we can offer the sponsor groups. Your volunteer work is critical to ensuring the small things within a Corps or Squadron are attained.
High School Credits for Cadets
High School Credits for participation in cadets is an initiative I hope to expand upon during my tenure. There already exists in some areas school credits for cadets engaged in the Cadet Programme. My intention is to engage the school boards and trustees in cooperation with the Leagues in an attempt to progress this excellent initiative.
Infrastructure
I am cognizant of the dated infrastructure that exists at our CSTCs, Sail Centres, and elsewhere. I will work closely with the trainers and other staff to move our infrastructure projects through the system. I encourage personnel to highlight areas of concern to my staff so issues can be captured in our IRPL submissions. I am very thankful to the many schools, community groups, veterans organizations, armouries, bases, wings, and stations that provide space to our cadets. We will work diligently to improve our spaces.
Fortress
There are many concerns about Fortress and the maintenance of cadet data in this essential software tool. I can only say that we need to get onboard with the use of this very important tool. Fortress V2 will be pushed out in Sep 09. It is our responsibility to ensure we are on top of this software package so our cadets do not loose out on opportunities for CSTCs, International Exchanges, etc.
Civilian Instructors
DCdts has issued an interim policy on Civilian Instructor (CI) employment - dated 27 Feb 09. It is important for Corps and Squadrons to review this direction and follow its instruction. Our present practices have evolved to a point where they are contrary to the original intent of having CIs in the organization. CIs continue to play an important role in the CCO but will be restricted to 90 days (cumulative) employment at a specific rank level.
RCSU(A) will abide by this direction. CIs are encouraged to enroll as CIC Officers. For those CIs who do not meet the medical requirements, I will encourage you to stay on as a CI with you Corps or Squadron as you assistance continues to be extremely valuable.
Cadet Programme Update (CPU)
The end of 2008/09 training year will see the completion of year one in a four year implementation process. There has been great effort by DCdts and CIC staff to modernize and update the Cadet Programme. With the completion of year one in Jun 09, we will have a better understanding of the programme and what will be involved as we start year two in Sep 09.
This programme is moving ahead and we will move with it. It is up to RCSU(A) to take advantage of the many opportunities the CPU will provide us. It is vital to our organization that we implement this programme to the benefit of our cadets. I see the ACICOs playing a role in support to the ACOs/ACAs in assisting Corps and Squadrons with this implementation.
Duke of Edinburgh Awards
I intend to aggressively support the Duke of Edinburgh’s Award Programme with our cadets. At present, the Cadet Programme will allow a cadet to complete 70% of the Duke of Edinburgh’s Award Programme. I will be discussing with the Det Comds initiatives to encourage more cadets to challenge this extremely rewarding programme. I will need the assistance of the Leagues and Sponsors to raise funds to support the registration fees for Cadets who challenge this programme. I believe that we should have at least 75% of our cadets enrolled and that will be our goal.
Flying Programme
Glider Flying Programme. We have excellent news from DCdts in that they will support a strategic review into Atlantic Region’s Glider Flying Programme, how we deliver the fall/winter Glider Familiarization Programme, facilities for our Regional Gliding School, and the requirement for new gliders. We need to increase the glider familiarization flights being conducted during the training year. This will increase visibility of the Glider Flying Programme and attract more youth into the Cadet Programme. We need to position gliders within our region for maximum effectiveness and to showcase our Glider Flying Programme to the public. We are very confident that the strategic review will provide a solid way ahead for the programme.
Power Flying Programme. In addition, we require a vibrant Power Flying Familiarization Programme. In a recent visit to an Air Cadet Squadron, none of the cadets had received their familiarization flight. Although there is sufficient time in the training year to complete this requirement, no one could tell me when the training was scheduled. RCSU(A) Air Operations is working this issue with the Detachments and we hope to have in place a more robust Power Flying Familiarization Programme for the Squadrons by the summer. Our intent is to encourage more Air Cadets to challenge the Power Pilot Scholarship programme in the future.
Standards within the Corps and Squadrons
It has been expressed that the standard of dress, bearing, drill, etc. within the Corps and Squadrons is falling. We will review the competitive process within each Detachment and determine if this needs to be re-introduced into the programme.
CO’s Conferences
It has been expressed that the critical period for Det Comds and their staff in preparing Corps and Squadrons for the coming training year is at the annual CO’s Conferences. Unfortunately, these conferences have become a day and half briefing session with no productive work completed. I have directed that Det Comds will have complete control over their respective COs Conference. They are instructed to make maximum use of this time to develop training plans (Fortress training, etc.). There will be no lecture series from either RCSU(A) or DCdts. Any attendees from RCSU(A) and DCdts will be in support only. I expect the ACICOs to be engaged at this conference in support of the Det Comd’s instructions.
Training Year
Corps and Squadrons work on a training year from Sep – Jun. Training plans are to look at cooperative ways in which Corps and Squadrons can use the Jul/Aug period to progress training for those cadets not selected for summer camps. Although the summer focus is on the CSTC, we need to entertain and progress training during these favorable months if personnel are available, willing to participate and funds are available. This will need to be incorporated into the training plans of the Corps and Squadrons. Training plans are to take advantage of the Sep to Jun period without confusing funding envelopes from old (31 Mar) and new (1 Apr) FY funding.
CENTENAIRE • CIC • CENTENNIAL
2009 marks the Centennial of the CIC. The Regional Advisor has established his advisory committee and there is activity on the horizon. I do ask that the Detachments coordinate their activities so we can celebrate this significant event in our communities. Signing of proclamations in city and town halls, employee recognition awards and special events to make the year are strongly encouraged.
RCSU(A)
RCSU(A) is not a HQ. I have heard numerous people refer to RCSU(A) as a HQ. I am guilty of doing the same thing. I wish to reiterate to our Detachments, Corps and Squadrons, that RCSU(A) is a Regional Cadet Support Unit with emphasis on the SUPPORT portion of our title. The term HQ should and is reserved to our Regional Commander’s and DCdts staffs. I am not implying that RCSU(A) has not been performing its role in support of the Detachments but I wish to move away from the acronym HQ.