Canadian Armed Forces Military Personnel Instruction 05/22 – Annexes – Chief of Military Personnel policy management framework

Annex A – Functional Areas

https://collaboration-cmp.forces.mil.ca/sites/MILPERSCOM/DGMPStrat/DMPPI/SitePages/Policy,-Regulations-and-Legislative-Working-Library.aspx?web=1

Annex B – Canadian Forces Personnel Management Council - Terms of reference

1. Overview

Introduction: This document presents the terms of reference (TOR) for the CF Personnel Management Council (CFPMC). 

Authority: These TOR are issued under the authority of the Chief Military Personnel (CMP). 

Responsibility: These TOR apply to the members of the CFPMC. 

Date of issue: 2011-03-23

Date of modification: 2025-02-28

2. Purpose and objectives 

Purpose 

2.1 The CFPMC is the senior advisory forum established to assist CMP in the exercise of his functional authority. The Council provides senior leadership review and advice on issues and plans affecting the management of the military personnel system.

Objectives 

2.2 The CFPMC’s role includes, but is not limited to: 

1. Shaping, advising, and endorsing policy decisions within CMP’s delegated authority, while informing final staff checks for those issues being submitted to the Deputy Minister (DM)/Chief of Defence Staff (CDS)/Vice Chief of Defence Staff (VCDS) directly, or via L0/L0.5 Governance body; 
2. Monitoring and facilitating the implementation of the Business Process Renewal initiatives that fall within the military personnel pillar; 
3. Providing situational awareness to ECS/Level 1s on Canadian Armed Forces (CAF) personnel strategic issues and objectives to facilitate concurrence; 
4. Advising on new policies and existing ones that require extensive review and/or amendment; and 
5. Providing assistance in identifying personnel issues, setting policy and research priorities, and providing advice related to the development and implementation of strategic personnel management plans.

3. Organization 

Chair 

3.1 As chair of the committee, Commander Military Personnel Command and Chief of Military Personnel has the authority for the development of military personnel strategies, capabilities, policies, plans and programs. This duty may be delegated. 

Members 

3.2 The members of the CFPMC will normally occupy military/civilian L1A positions and must carry the authority of the Environmental Chiefs/L1s they represent when advising on CAF personnel policies, programs and processes. Normally, attendance should not be below the level of GO/FO.

3.3 Directorate of equivalent members: 

1. VCDS/DVCDS
2. RCN/DComd
3. CA/Asst C Army
4. RCAF/DComd 
5. CJOC/J1 
6. ADM(Fin CS)/DG Fin Mgmt 
7. JAG/DJAG 
8. C Res & Cdts/DGRC 
9. CMP/DComd 
10. CMP/DGMP Strat
11. CMP/DGMPRA 
12. CMP/CWO 
13. COS ADM (IE) 
14. COS ADM (Mat)
15. COS ADM (IM) 
16. COS ADM (DIA)
17. ADM(HR-Civ) 
18. CFINTCOM 
19. CANSOFCOM 

3.4 Members who cannot attend a CFPMC meeting are responsible for sending an appropriate delegate in their place and must provide the Director General Military Personnel Strategy (DGMP Strat) governance secretariat with the name of the representative who will be attending the meeting on their behalf no later than two business days in advance of the meeting. 

Note – An appropriate representative must have the authority to advise and endorse policies, programs and decisions. Representatives are responsible for briefing their Chain of Command on CFPMC issues, discussions, outcomes and follow-up action items.

Additional representatives

3.5 Attendance is only by invitation of the Chair. Additional representatives from organizations (L1A or equivalent) that are associated with military personnel issues may attend meetings as needed. 

Observers, presenters and backbenchers

3.6 Observers may also be invited at the request of the Chair. 

Note – Members are only permitted one backbencher in attendance at CFPMC, unless they are presenting. The names of SME’s who will be accompanying Members as a backbencher must be provided to DGMP Strat governance secretariat no later than two business days in advance of the meeting. Exceptions can be made by contacting DGMP Strat governance secretariat to request permission from the Chair. 

Quorum

3.7 A quorum consists of the Chair and at least half of the membership must be in attendance. 

Executive Secretary

3.8 DGMP Strat is the Executive Secretary to CFPMC.

Secretary

3.9 DGMP Strat governance secretariat provides analytical support for submissions and is responsible for coordinating with CMP and DGMP Strat for the development of the CFPMC agenda.

4. Operations 

Meeting schedule 

4.1 The CFPMC will meet on a quarterly basis, on-site, virtually or secretarially, as directed by the Chair, or as agreed by a consensus of members. Additional communication will be captured through secretarial means. 

Agenda 

4.2 Proposed Agenda items should be submitted to the secretary a minimum of three weeks ahead of the scheduled meeting by contacting DGMP Strat governance secretariat at (+CMP Strat Coord@CMP DGMP@Ottawa-Hull). 

4.3 The agenda will generally be confirmed two weeks ahead of the scheduled meeting with synopsis and presentations circulated one week before the meeting. 

Policy proposals and presentations 

4.4 Topics can be generated at the direction of the Chairs or upon request by an L1. 

4.5 The topic shall be supported by a briefing deck and any other supplementary documentation necessary for members to engage in a substantive discussion at the meeting. Submissions must clearly indicate if the desired outcome is a decision, for shaping and/or information. 

Briefing to Canadian Forces Personnel Management Council

4.6 Presentations will focus on endorsement of CAF policies seeking CMP approval. 

4.7 Topics, policy proposals and/or presentations must be supported by a briefing deck and any other supplementary information necessary for Members to engage in a substantive discussion at the meeting. Submissions must clearly indicate the desired outcome (i.e. for information briefing, shaping or endorsement), and should follow the standard templates on the CFPMC Shared Work Space (SWS). 

4.8 Documentation should be supplied secretarially by the presenter to the secretariat (+CMP Strat Coord@CMP DGMP@Ottawa-Hull) in both English and French no later than the close of business on the Tuesday, two weeks prior to the CFMPC meeting. This allows sufficient time for analysis and preparation of materials and technical requirements for the meeting. 

4.9 Policy proposals and presentations should follow the standard templates on the CMP Policy Management SWS. 

4.10 Documentation should be supplied electronically by the presenter to the secretariat (+CMP Strat Coord@CMP DGMP@Ottawa-Hull) in a bilingual format not later than two weeks prior to the meeting. 

4.11 Staff preparing briefing decks must adhere to the Standard Operating Procedures – CMP Governance Guidelines.

4.12 As Secretary, DGMP Strat governance secretariat has authority to allow exceptions depending on the circumstances. These exceptions must be approved in advance of the meeting. Requests can be submitted to DGMP Strat governance secretariat for consideration. 

4.13 DGMP Strat governance secretariat will review and analyze the briefing deck and other supporting materials submitted and may contact the topic office of primary interest (OPI) to request clarification if required for the preparation of Council members and meeting materials.

Note – All final versions of briefing materials must be received by close of business on the Friday of the week prior to the meeting. Material will be managed according to the appropriate rule-sets based on its level of classification.

4.14 Table drops will not be accepted. It is essential that the review period for CFPMC members be respected. As such, late materials may result in the Chair rescheduling the topic. 

Record of discussion

4.15 Following each CFPMC meeting, the Record of Discussion (ROD) will be produced by the secretariat for review by the Chair. The final ROD in both official languages will be made available to members and participants no later than two weeks following the meeting. 

Canadian Forces Personnel Management Council website 

4.16 CFPMC is managed on the CFPMC SWS by DGMP Strat governance secretariat. Staff requiring access must make a request for permission to access by contacting the Director of Military Personnel Policy Integration (DMPPI) at (+CMP Strat Coord@CMPDGMP@Ottawa-Hull).

5. References 

Other references

• DAOD 1000-0, Foundation Framework for Defence Administrative Orders and Directives
• DAOD 1000-7, Policy Framework for Military Personnel Management
• CAFMPI 05/22, CMP Policy Management Framework

Note – The TOR for CFPMC will be reviewed every three years following promulgation. 

Annex C – Military Personnel Strategy and Policy Committee - Terms of reference

1. Overview

Introduction: This document presents the terms of reference (TOR) for the Military Personnel Strategy and Policy Committee (MPSPC).

Authority: These TOR are issued under the authority of the Chief Military Personnel (CMP).

Responsibility: These TOR apply to the members of the MPSPC.

Date of issue: 2011-03-23 

Date of modification: 2025-02-28

2. Purpose and objectives

Purpose

2.1 The MPSPC ensures that military personnel policy proposals, strategies, doctrines, and plans meet organizational and departmental approval process standards and align overall with CMP/L1 and L0 strategic direction and intent.

Objectives

2.2 The MPSPC’s role includes, but is not limited to, the following:

1. Obtaining stakeholder confirmation of support from L1s for all CMP policies, plans, programs and strategies seeking CMP approval;
2. Reviewing policy proposals and strategies endorsed by the CHARGE! committee and recommending higher level policy review and/or confirmation of support for new policies and those with significant changes;
3. Enhancing situational awareness across all CMP L2s and L1s in order to ensure alignment of all strategic policy, to address risks and identify emerging issues;
4. Synchronizing implementation efforts for all military personnel policies and strategies across all stakeholders, including L1s; and
5. Monitoring and evaluating military personnel policies and strategies to identify leading practices.

3. Organization

Chair

3.1 The Chair of MPSPC is the Director General of Military Personnel Strategic (DGMP Strat). This duty may be delegated. The Chair has the authority to direct the setting of military personnel policy objectives based on CMP’s Annual Regulatory Plan and Forward Policy Plan. 

Chair’s responsibilities 

3.2 The Chair is responsible for:

1. Convening MPSPC;
2. Setting the meeting agenda; and
3. Making decisions within the mandate of the MPSPC.

Members

3.3 The members of the MPSPC will be director-level senior officers (Colonel or Lieutenant-Colonel equivalent), with policy development responsibilities. Any Member unable to attend is responsible for sending an appropriate representative in their place and must provide the DGMP Strat governance secretariat with the name of the representative who will be attending the meeting on their behalf no later than two business days in advance of the meeting.

3.4 The representatives for MPSPC are as follows:

1. Permanent Members (External to CMP with the capability to provide confirmation of support):
   1. RCN/N1
   2. CA/G1
   3. RCAF/A1
   4. CJOC
   5. CFINTCOM
   6. CANSOFCOM
   7. VCDS/D Res/Natl CJCR SP
   8. CPCC
   9. SJS
   10. JAG/D Law Mil Pers advisor only
   11. CMP (Chair of CHARGE!)
2. Observers:
   1. ADM (Fin)
   2. ADM (Mat)
   3. ADM (IE)
   4. ADM (HR-Civ)
   5. ADM (IM)
   6. ADM (DIA)
   7. CMP/Chap Gen
   8. CMP/DHH
   9. CMP/DH&R
   10. CMP/DHRBM
   11. CMP/DGMPRA
   12. CMP/DGMT
   13. CMP/DGCB
   14. CMP/DGMC
   15. MPC/CDA 
   16. CMP/DGPD Strat/DITE 
   17. CMP/MPGG/DPGR 
   18. CMP/DGHS 
   19. CMP/DGMP Strat/D Mil WP 
   20. CMP/DGMP Strat/DMPSI 
   21. CMP/DGMP Strat/DMPPI
   22. CMP/DGMP Strat/DSD 
   23. CFMWS 
   24. Corp Sec (advisor only)

Members’ responsibilities

3.5 Members are responsible for the following:

1. providing timely and meaningful policy advice to the Chair on personnel management strategies, plans and policies; 
2. applying a whole policy approach by facilitating concurrence among impacted stakeholders;
3. enhancing situational awareness by sharing information about strategic management issues, challenges, risks and gaps as they arise, as well as back-briefing their Chain of Command on issues, discussions and outcomes following MPSPC meetings;
4. providing strategic advice to support and prepare DGMP Strat and other Committee members for other governance and/or working group engagements; and,
5. contributing meaningful inputs and problem solving with other MPSPC members to better coordinate and enhance agility, as well as to improve performance management and business processes to achieve better policy outcomes.
6. coordinating own organization initiatives which will have collateral impact on military personnel policies.

Note - An appropriate representative must have the authority to advise and provide confirmation of support for policies, programs, strategies, doctrines and decisions. Representatives are responsible for briefing their Chain of Command on MPSPC issues, discussions, outcomes, and follow-up action items to support decisions at CFPMC. 

Additional representatives

3.6 Attendance is only by invitation of the Chair. Additional representatives from organizations (L1A or equivalent) that are associated with military personnel issues may be invited to attend meetings and provide expert advice as needed.

Military Personnel Strategy and Policy Committee confirmation of support

3.7 For the purposes of MPSPC, confirmation of support will be sought from the L1 members only as identified in paragragh 3.4. The designated L1 representatives will identify themselves to the DGMP Strat governance secretariat.

3.8 CMP L2 organizations have already endorsed CMP policy prior to MPSPC at CHARGE!, thus a confirmation of support is not required.

3.9 Those L1s invited to MPSPC as observers do not provide a confirmation of support. 

3.10 On specific issues, where consensus among the L1s cannot be achieved, the Chair will decide the way forward depending on the CMP functional area.

Observers and presenters

3.11 Observers may also be invited at the request of the Chair.

Note - Members are permitted only one backbencher in attendance at MPSPC, unless they are presenting. The names of SME’s who will be accompanying members as backbenches and/or presenters must be provided to the DGMP Strat governance secretariat no later than two days in advance of the meeting. Exceptions can be made by contacting the DGMP Strat governance secretariat to request permission from the Chair.

Executive secretary

3.12 The DGMP Strat governance secretariat is responsible for MPSPC. The DGMP Strat governance secretariat coordinates with the Chair for the development of the MPSPC Agenda. The DGMP Strat governance secretariat is responsible for the following: 

1. coordinating agenda management;
2. analytical support for submissions;
3. production of records of decision;
4. providing secretarial services;
5. scheduling of meetings; and 
6. technical support.

4. Operations

Schedule

4.1 The MPSPC will meet on a quarterly basis; on-site, virtually, or secretarially, as directed by the Chair, or as agreed by a consensus of members. 

4.2 In certain circumstances, additional communication or confirmation of support will be captured through secretarial means, as directed by the MPSPC Chair. In cases of secretarial confirmation of support, this will be required by the designated L1. A nil confirmation will not be accepted.

Agenda

4.3 Agenda items should be submitted to the DGMP Strat governance secretatiat a minimum of three weeks ahead of the scheduled meeting by contacting the DGMP Strat governance secretariat at (+CMP Strat Coord@CMP DGMP@Ottawa-Hull).

4.4 The agenda will generally be confirmed two weeks ahead of the scheduled meeting.

Policy proposals and presentations

4.5 Presentations will focus on confirmation of support of CAF policies, strategies or doctrine seeking CMP approval.

4.6 Topics, policy proposals and presentations must be supported by a briefing deck and any other supplementary information for members to engage in a substantive discussion at the meeting. Submissions must clearly indicate the desired outcome (i.e. for information briefing or endorsement), and should follow the standard templates on the CMP Policy Management Shared Work Space (SWS).

Briefing at Military Personnel Strategy and Policy Committee

4.7 Documentation should be supplied secretarially by the presenter to the DGMP Strat governance secretariat (+CMP Strat Coord@CMP DGMP@Ottawa-Hull) in both English and French no later than the close of business on the Tuesday, two weeks prior to the MPSPC meeting. This allows sufficient time for analysis and preparation of materials and technical requirements for the meeting.

4.8 For a Confirmation of Support Brief, PowerPoint presentations (English and French or Bilingual), a clean copy of the draft instrument in English, a clean copy of the Due Diligence Tool. For an Information Brief, PowerPoint presentations (English and French or Bilingual) is sufficient.

4.9 As Secretary, the DGMP Strat governance secretariat has authority to allow exceptions depending on the circumstances. These exceptions must be approved in advance of the meeting. Requests can be submitted to the DGMP Strat governance secretariat for consideration.

4.10 The DGMP Strat governance secretariat staff will review and analyze the briefing deck and other supporting materials submitted and may contact the topic OPI to request clarification if required for the preparation of committee members and meeting materials. 

4.11 Presenters at MPSPC in the National Capital Region (NCR) region are expected to be present in the meeting room to present.

Note - All final versions of briefing materials must be received by close of business on the Friday of the week prior to the meeting. Material will be managed according to the appropriate rule-sets based on its level of classification. 

4.12 Table drops will not be accepted. It is essential that the review period for MPSPC members be respected. As such, late materials may result in the Chair rescheduling the topic.

Record of discussions

4.13 Following each MPSPC meeting, the Record of Discussions (ROD) will be produced by the secretariat for review by the Chair. The final ROD in both official languages will be made available to members and participants within three to four weeks after the meeting.

Military Personnel Strategy and Policy Committee website:

4.14 DGMP Strat governance secretariat will maintain MPSPC Committee SWS presence for the military personnel policy community. Note this site has controlled access. Staff requiring access must make a request for permission to access by contacting the DGMP Strat governance secretariat at (+CMP Strat Coord@CMP DGMP@Ottawa-Hull).

5. References

Related references

• DAOD 1000-0, Foundation Framework for Defence Administrative Orders and Directives
• DAOD 1000-7, Policy Framework for Military Personnel Management
• CAFMPI 05/22, CMP Policy Management Framework 

Note - The TOR for MPSPC will be reviewed every five years following promulgation to align with the Mil Pers Instruction review cycles and/or changes in command.

Annex D – CHARGE! Committee - Terms of reference

1. Overview

Introduction: This document presents the Terms of Reference (TOR) for the CHARGE! Committee.

Authority: These TOR are issued under the authority of the Chief Military Personnel (CMP).

Responsibility: These TOR apply to the members of the CHARGE! committee.

Date of issue: 2020-12-15

Date of modification: 2026-06-02

2. Purpose 

Purpose

2.1 The CHARGE! committee is a cross-functional working group of CMP L2s and select L3s. 

2.2 The primary role of CHARGE! is to provide support to the Military Personnel Strategy and Policy Committee (MPSPC) confirmation of support function. In exercising its role, the CHARGE! committee directs the prioritization and coordination of CMP policy, strategy development, and doctrine ensuring compliance with the development framework via stakeholder collaboration across CMP’s military personnel policy functional areas. The CHARGE! committee is an L2 decision-making body that ensures due diligence has been applied to endorsed policies prior to moving to MPSPC.

Objectives

2.3 The CHARGE!’s role includes, but is not limited to, the following:

1. Obtaining stakeholder engagement from CMP L2s for all CMP policies, plans, programs and strategies seeking CMP approval;
2. Reviewing policy proposals, strategies and doctrine presented to the CHARGE!  committee and recommending higher level policy review and confirmation of support from MPSPC L1s for new policies and those with significant changes;
3. Enhancing situational awareness across all CMP L2s in order to ensure alignment of all strategic policy, to address risks and identify emerging issues;
4. Synchronizing implementation efforts for all military personnel policies and strategies across all stakeholders, including L1s;
5. Monitoring and evaluating military personnel policies, strategies and doctrine to identify leading practices; and
6. Ensuring due diligence is applied to the CMP policy development process.

3. Organization

Chair

3.1 The Director of Military Personnel Policy Integration (DMPPI) chairs and directs the setting of policy priorities based on CMP’s strategic direction and intent as set through different CMP policy prioritization activities and communicated through CMP’s Forward Policy Plan and CMP’s Annual Regulatory Plan (CARP).

Chair’s responsibilities

3.2 The Chair is responsible for:

1. Convening CHARGE!;
2. Setting the meeting agenda;
3. Making decisions within the mandate of the CHARGE!;
4. Moving endorsed policies to MPSPC; and
5. Advising DGMP Strat (chair of MPSPC) of CMP policy development activities and processes

Deputy Chair

3.3 The CWO/CPO 1 within DMPPI serves as Deputy Chair.

Members

3.4 To support decision-making activities under CHARGE! authority, members of the committee will be from an L2 organization with policy development responsibilities. Representation will be Director-level senior officers represented by Lieutenant-Colonel or equivalent, including a representative designated by their Director. Any Member unable to attend is responsible for sending an appropriate representative in their place and must provide the CHARGE! Secretariat with the name of the representative who will be attending the meeting on their behalf no later than two business days in advance of the meeting. The proxy will have equal voting authority as the other voting CHARGE! committee members.

3.5 The following Directorates or equivalent members are considered as members of CHARGE!:

1. Chap Gen
2. D Med Pol
3. DCSM/DTSP/DGMT Policy Manager
4. DGMPRA
5. CFMWS
6. DHH
7. DH&R
8. DMCPG/DSA
9. DPPD/DMPAP
10. D Law Mil Pers
11. CDA/DGPD Strat/DITE
12. DPGR
13. DHRBM
14. DSD/D Mil WP/DMPSI
15. ARC
16. CMP IAD

Member’s responsibilities

3.6 Members are responsible for the following:

1. providing timely and meaningful policy advice to the Chair on personnel management strategies, plans, doctrines and policies;
2. applying a whole policy approach by facilitating concurrence among impacted stakeholders;
3. enhancing situational awareness by sharing information about strategic management issues, challenges, risks and gaps as they arise, as well as back-briefing their Chain of Command on issues, discussions and outcomes following the CHARGE! meeting;
4. providing strategic advice to support and prepare the Chair and other committee members for other governance and/or working group engagements;
5. contributing meaningful inputs and problem solving with other CHARGE! members to better coordinate and enhance agility, as well as to improve performance management and business processes to achieve better policy outcomes; and,
6. coordinating their own organization initiatives which will have collateral impact on military personnel policies.

Additional representatives

3.7 Due to their evolving role in the development of key personnel policies and to ensure alignment and communication across these areas Veteran Affairs Canada liaison, Assistant Deputy Minister (Policy), Vice Chief of Defence Staff (VCDS)/Chief of Reserves, Chief Professional Conduct and Culture and Assistant Deputy Minister (Public Affairs) representatives are members of the CHARGE! Committee as observers only.

3.8 Additional stakeholders and subject-matter experts may attend meetings as required. 

Endorsement by membership

3.9 CHARGE! endorsement will be based on a single vote by an identified designated representative. The designated representative will identify themselves to the CHARGE! secretarial team. Conditional endorsement can be lifted secretarially. Full endorsement must be granted a minimum of two weeks prior to the MPSPC scheduled meeting.

Note - In situations where an L2 organization has multiple representatives at the directorate level, only one vote will be permitted based on the selected/identified designated representative.

3.10 A valid endorsement consists of agreement among the voting membership. On specific issues, where agreement is not reached and therefore no endorsement received among the L2s representatives, the Chair will decide the way forward.

Observers and presenters

3.11 Observers may also be invited at the request of the Chair.

Note - The names of SME’s who will be accompanying members as backbenches and/or presenters must be provided to the DGMP Strat governance secretariat no later than two days in advance of the meeting. Exceptions can be made by contacting the DGMP Strat governance section to request permission from the Chair.

Quorum

3.12 A quorum is reached when the Chair and at least three quarters of the CHARGE! voting membership is in attendance. Quorum is needed for a CHARGE! committee meeting to take place.

Secretariat

3.13 The DGMP Strat governance secretariat is responsible for CHARGE!. The DGMP Strat governance secretariat coordinates with the Chair for the development of the CHARGE! agenda. The DGMP Strat governance secretariat is responsible for the following:

1. coordinating agenda management;
2. analytical support for submissions;
3. production of records of decision;
4. providing secretarial services;
5. scheduling of meetings; and
6. technical support.

4. Operations

Schedule

4.1 The CHARGE! committee will be held approximately six times within a calendar year. Using a hybrid approach of on-site and virtual, as directed by the Chair.

4.2 In certain circumstances, additional communication or endorsement will be captured through secretarial means as directed by the Chair. In cases of secretarial endorsement, a vote will be required by the designated CMP L2 representatives. A nil vote will not be accepted. In all endorsement cases, CMP L2 representatives have the following four options as a response, endorse, endorse with conditions, do not endorse or abstain.

Agenda

4.3 Agenda items must be submitted to the DGMP Strat governance secretariat (+CMP Strat Coord@CMP DGMP@Ottawa-Hull) a minimum of three weeks ahead of the scheduled meeting.

4.4 The agenda will generally be confirmed two weeks ahead of the scheduled meeting.

Policy proposals and presentations

4.5 Policy proposals and presentations should follow the CHARGE! and MPSPC templates on the CMP Policy Management Shared WorkSpace (SWS).

4.6 Policies will usually be briefed twice at CHARGE; once as an information brief, followed at a later date by an endorsement brief.

4.7 CHARGE! presentations must be provided in a clean format with no additional comments or tracked changes within the presentation. For the endorsement brief, the policy development work must be completed. If the presentation is not finalized, it will be pushed to the next CHARGE! meeting.

Briefing at CHARGE!

4.8 Documentation must be “clean” (i.e. without any tracked changes or comments) and supplied electronically to the secretariat (+CMP Strat Coord@CMP DGMP@Ottawa-Hull) NLT two weeks prior to the meeting. For an Endorsement Brief, the PowerPoint presentations (English and French or Bilingual), the draft instrument in English, the PMF Tool Part A, the draft CANFORGEN, and the CHARGE! COMPAS Tool are required. For an Information Brief, the PowerPoint presentations (English and French or Bilingual) are sufficient.

4.9 As Secretary, the DGMP Strat governance secretariat has authority to allow exceptions depending on the circumstances. These exceptions must be approved in advance of the meeting. Requests can be submitted to the DGMP Strat governance secretariat for consideration.

Record of Decisions

4.10 Following each CHARGE! committee meeting, the record of decisions (ROD) will be produced by the secretariat for review by the Chair. The final ROD will be made available in both official languages to members as soon as possible after each meeting. The ROD will serve as concurrence.

CHARGE! website

4.11 DGMP Strat governance secretariat will maintain CHARGE! Committee SharePoint presence for the military personnel policy community. Note this site has controlled access. Staff requiring access must make a request for permission to access by contacting the DGMP Strat governance secretariat at (+CMP Strat Coord@CMP DGMP@Ottawa-Hull).

5. References

Related references

• DAOD 1000-0, Foundation Framework for Defence Administrative Orders and Directives
• DAOD 1000-7, Policy Framework for Military Personnel Management
• CAFMPI 05/22, CMP Policy Management Framework
• CHARGE! Playbook (this document can only be accessed on the DWAN)

Note - The TOR for the CHARGE! Committee will be reviewed every five years following promulgation in order to align with the Mil Pers Instruction review cycles and/or changes in command.

Annex E – CHARGE! COMPAS Tool

Annex F – CAFMPI guidelines and template

1. CAFMPI guidelines

CAFMPI writing style and format

1.1 The structure of a CAFMPI’s based on the guidelines and format of a DAOD (refer to Sections 5 and 6 of the Defence Administrative Orders and Directives Development Guide) which includes applying consistent editing, grammar, and formatting. This will ensure consistency across all CMP policy instruments. 

1.2 CAFMPI format allows for flexibility (i.e. heading types, annexes, etc.), except for the mandatory sections of Identification, and Reference (section 10). CAFMPIs format also allow for the use of annexes to support the direction of the policy instrument; however, an annex is a separate document that can also be considered as a standalone document. 

Types of information in a CAFMPI

1.3 The following table outlines the types of information you may wish to convey. 

Official DND and CAF forms

1.4 The use of Forms within CAFMPIs must be developed within the Defence Forms Catalogue and the official number will then be referenced within Reference Section of the CAFMPI.

2. CAFMPI template

CAFMPI XX/yy – Title (number will be generated on the number of publications for that year)

Table of contents

1. Identification
2. Definitions (optional)
3. Abbreviations (optional)
4. Section heading title (mandatory)
5. Another section heading (continue with additional sections as required)
6. Responsibilities (mandatory)
7. References (mandatory)
8. Annexes (if required)

1. Identification

Date of issue: the date on which the CAFMPI takes effect (YYYY-MM-DD format) 

Date of modification: the date on which the CAFMPI was last modified; (YYYY-MM-DD format) Use only if required

Application: who must comply with the CAFMPI; serve as a formal means of advising all Canadian Forces personnel of administrative direction and procedural aspects of policy and/or directions emanating from CMP. Included in this section is various options of who this instrument can apply to.

Example: This instruction applies to ... [Regular (Reg F), Reserve (Res F), officers of the Canadian Forces (CF), officers and non-commissioned members (NCMs) of the Canadian Armed Forces (CAF). 

Supersession: which document(s) or parts thereof, are replaced by the CAFMPI. Use only if required.

• CAFMPI XX/YY, Title
• CANFORGEN XXX/YY, Title

Approval authority: Chief of Military Personnel (CMP)

Enquiries: Administrative Response Centre (ARC) (is the point of contact to whom enquiries about the CAFMPI should be addressed); 

2. Definitions (if required)

Term (French version) 

Define the term, include the relevant french-language equivalence and source ofdefinition (i.e.: Defence Terminology Bank number).

3. Abbreviations (if required)

4. Policy Direction (section heading)

Context 

4.1 DND and CAF corporate administrative direction are found in DAODs. Specifically, DAOD 1000-0, Corporate Administrative Direction, sets out the need to control the number and complexity of orders and directives. 

4.2 DAOD 1000-2, Communicating Direction in the DND and the CF, directs L1s to appropriate tools for communicating functional guidance to those under their command or control. 

5. Operating principles (example)

General

5.1 Include in this section what is required to achieve the desired result of the instrument. 

5.2 This CAFMPI establishes a …….

1. the maintenance of …..;
2. the promotion of ……..;
3. the maintenance of operational effectiveness……, .; and
4. the avoidance of ……..

6. Process (example)

General 

6.1 Describe the activities that have a particular result or purpose. Identify responsibly for each activity and indicate the result achieved in each activity. A sequence of activities that has an identifiable purpose or result. It identifies who is involved and indicates what result is achieved through each activity. 

7. Reporting and tracking (example)

General 

7.1 The purpose of this section will help manage the effectiveness of the policy by identifying gaps and measure performance. 

8. Education and training (example)

General

8.1 Explain any educational awareness and training on the policy instruments and how this would benefit CAF members. 

9. Responsibilities (mandatory if using this type of table)

Responsibilities table

9.1 The following table identifies the responsibilities associated with this instruction: 

10. References (mandatory) 

General 

10.1 The References section is mandatory and is divided into the following two parts: 

1. the Acts, Regulations, Central Agency Policies and Policy DAOD paragraph; and 
2. the Other References paragraph.

Hyperlinks to references

10.2 For internal hyperlinks, do not remove them but add a comment to the effect of “this document can only be accessed on the DWAN

10.3 If a Canada.ca link exists then a hyperlink must be included in the references

 

CAFMPI Example: 

Acts, regulations, central agency policies and associated DAOD (examples)

• QR&O 15, Release
• DAOD 1000-7, Military Personnel Management Framework
• DAOD 5019-0, Conduct and Performance Deficiency

Other references

• CAFMPI 05/22, CMP Policy Management Framework
• DAOD Development Guide (this document can only be accessed on the DWAN)

11. Annexes (if required)

List of annexes. The use of annexes is permitted with CAFMPIs. Any table, graph, imaged used must be compliant with Government of Canada publishing and accessibility standards. Formatting should follow the paragraph number template identified above but is also dependent on the content of the Annex (Graphs etc). A sample format of an Annex is provided below. The actual annex will be in a separate document. 

• Annex A - Title
• Annex B - Title
• Annex C - Title
• Annex D - Title
• Annex E - Title

CAFMPI ##/yy - Title

Annex B - Title of annex 

General 

1.1 Members of the Regular Force…….. 

Note 1 - A note of service is not proof……………………. 

1.2 The instructions for the preparation ……………………….. can be found in the Military Human Resources Records Procedures (MHRRP) chapter XX. 

Annex G – Military Personnel Policy Approval Sheet

Annex H – Template CANFORGEN

Note: Prior to release, a policy related CANFORGEN requires CMP Public Affairs, Director Law Military Personnel (D Law Mil Pers), Gender Advisor (GENAD), and Director Military Personnel Policy Integration (DMPPI).

CANFORGEN ***/** CMP ***/** *******

 

UNCLASSIFIED REFS:

References should include:

• New DAOD or CAFMPI, including title and number;
• Superseded/cancelled DAOD, CAFMPI or CANFORGEN, including title and number;
• Any existing CANFORGEN on the subject;
• Any other document(s) that should be read in concert with the announced policy instrument.

SUBJ: (Subject should include the number and the name of the DAOD or CAFMPI. The title should be clear and to the point, it should not create more confusion.)

1. This is a mandatory paragraph. This CANFORGEN announces the publication of the policy instrument and, if required, any instrument that is being cancelled. Language to be used here includes for example: THE PURPOSE OF THIS CANFORGEN IS TO ANNOUNCE THE APPROVAL AND IMPLEMENTATION OF (INSERT INSTRUMENT NAME AND NUMBER HERE). REFS B, C, AND D ARE CANCELLED EFFECTIVE IMMEDIATELY BASED ON THE RELEASE OF THIS (NAME INSTRUMENT TYPE, EXAMPLE: DAOD OR CAFMPI) AND ASSOCIATED CANFORGEN.
2. This paragraph is mandatory. It provides background on the initiative. This paragraph should be used to identify the changes being made if it is an update to an existing policy or identify the new principles.
3. This paragraph is mandatory. It should explain the intent of the new or modified policy instrument, including implementation. It speaks to the big picture, i.e. context of why this change has been done, is it linked to a strategy? Does it link to a particular SSE initiative? Identify the reasons for making the changes or the reasons for creating the new policy.
4. This is an optional paragraph to add additional information to explain the policy.
5. This paragraph is mandatory and will include to whom the enquiries must be addressed: MEMBERS ARE TO CONTACT THEIR LOCAL/UNIT OPIS WITH QUESTIONS RELATING TO THIS CANFORGEN. THE CMP ADMINISTRATIVE RESPONSE CENTRE (ARC) IS ALSO AVAILABLE TO PROVIDE SIMPLIFIED ACCESS TO CLARIFICATION AND INTERPRETATION OF CMP PERSONNEL POLICIES. THE ARC CAN BE CONTACTED AT: INTERNET: CMPARC.CRACPM(AT)FORCES.GC.CA OR INTRANET: +CMP ARC - CRA CPM(AT)CMP D MIL PERS MGT(AT)OTTAWA-HULL, OR BY CALLING 1-833-445-1182, OR BY VISITING THE URL: HTTP://CMP.MIL.CA/EN/SUPPORT/MILITARY-PERSONNEL/ADMINISTRATIVE-RESPONSE-CENTRE.PAGE
6. THIS CAF MIL PERS INSTRUCTION CAN BE ACCESSED AT THE FOLLOWING LINK: HTTP://CMP-CPM.MIL.CA/EN/POLICIES/CF-MIL-PERS-INSTR.PAGE

Annex I – Performance Measurement Framework Tool