Canadian Armed Forces Military Personnel Instructions 04/25 – CPO1/CWO Strategic Employment Model

1. Identification

Date of Issue: 2025-07-11

Application: This Instruction serves as the formal direction for the strategic employment and succession planning of all Regular Force (Reg F) and Primary Reserve (P Res) CPO1s/CWOs.

Supersession:

• CAFMPI 02/16, CPO1/CWO Strategic Employment

Approval Authority: Chief of Military Personnel (CMP)

Enquiries: Administrative Response Centre (ARC)

2. Definitions

Succession planning (Planification de la relève)

A process that identifies and develops personnel with the required character, competence and commitment, to ensure continuity of leadership in critical roles and positions for the ongoing success of the organization.

Talent management (Gestion des talents)

A set of human resource practices to attract, retain and develop personnel to have the competencies required to meet current and anticipated needs of the organization.

Note – Talent management in the CAF has four components; identification of talent, professional development, succession planning and retention.

3. Abbreviations 

4. Policy Direction

Purpose of the Instruction

4.1 This instruction provides direction on the selection and appointment of CPO1s/CWOs beyond the tactical employment sector. Transparency, consistency and inclusiveness in the selection and appointment of CPO1s/CWOs is fundamental as they play a pivotal role in helping to create the culture that supports diverse and inclusive teams; evolving how the CAF sees itself, how members are treated and how the CAF comes together to deliver defence and security for Canadians. It is expected that CPO1s/CWOs will not only serve the needs of the CAF but also exemplify inclusivity and embody the CAF Ethos. CPO1s/CWOs selected for these positions must meet the competencies, experience, knowledge, education and training requirements associated within each position’s Terms of Reference and Leader Profile (LP). This will ensure effective leadership, followership, inclusiveness, and cooperation within the CAF for the selection of the right person with the right competencies for the right position at the right time and for right reasons (5Rs).

Policy Statement

4.2 It is expected that CPO1s/CWOs will serve the needs of the CAF. The normal tenure for CPO1s/CWOs who are selected for positions is three years within the position. This instruction provides direction for the development of CPO1s/CWOs who have multiple years of service remaining.

5. CPO1/CWO Employment Sectors and positions

Overview

5.1 The progression and appointment of CPO1s/CWOs for positions within employment sectors follows a pattern of having completed a lower sector position in order to progress to the next higher sector.

5.2 The CPO1/CWO Corps is grouped into three employment sectors:

1. Tactical Sector: encompassing TLT and TPULT positions;
2. Post Tactical Sector: encompassing PTLT-E and PTLT-M positions; and
3. Strategic Sector: encompassing SLT and the CAF CWO positions. 

5.3 The Tactical and Post Tactical sectors are further sub-divided into Leadership Team and Subject Matter Expert (SME) employment. A separation at the strategic sector exists between L1 leadership employment and the CAF CWO position.

Strategic Sector – Chief Level (CL) 0 and CL1

5.4 CPO1s/CWOs appointed to Command Appointments form an integral part of the most senior leadership teams of the CAF. They have been identified as those who possess the necessary attributes identified in the position LP to maintain high levels of responsibility and are very influential at the strategic level for their environment, group, or Command. These positions of significant influence and responsibility require visionary leaders who are agents of change, leaders of leaders and can fulfill the role of the most trusted senior advisors to the chain of command. They must have the experience of operational deployments. They are custodians of the NCM Corps and must be fully dedicated to the professional ideology of the CAF. They are vital to the effective communications of their Commander’s intent and vision; therefore, exceptional communication and interpersonal skills are essential. Selected and appointed from the Post-Tactical Sector, they are employed at the strategic level and must demonstrate the highest levels of social, cognitive, strategic and adaptive capabilities. The Strategic Sector encompasses the CAF CWO position and SLT positions for CPO1s/CWOs.

Post Tactical Sector – CL2 and CL3

5.5 CPO1s/CWOs employed in the PTLT sector form an essential part of the senior leadership team. These are senior advisors to their commanders who possess an increased level of responsibility and influence within their organization. CPO1s/CWOs in these positions are leaders who must display high levels of adaptability, behavioral flexibility, and organizational awareness. They have a high level of responsibility and influence and must have a breadth of knowledge and understanding of operational institutional policies and affairs, including the effects of strategic decisions. To fulfill these roles, these CPO1s/CWOs must have diverse or specific skill sets, expertise, attributes, professional competencies, or specific job experience as identified in LP for the positions. These positions may be assigned to a specific service. Personnel in these positions are leaders of the institution and must demonstrate the highest levels of creativity, teamwork, stamina, and self-confidence. They must have exceptional communication skills and have a high degree of judgment and vision. These positions are utilized for continued development of CPO1s/CWOs.

5.6 PTLT-E positions consist of Fleet/Brigade (Bde)/Wing (Wg)/Base CPO1/CWO positions that assist a Leadership Team (LT) partner, who has command and control over His Majesty’s Canadian Ships (HMCS), Regiments (Regt), Battalions (Bn), Squadrons (Sqns), and Units within their EC or CANSOFCOM. Often CPO1/CWO in these positions are employed at L3 level within their EC as part of a LT.

5.7 PTLT-E is also comprised of CPO1/CWO Pan CAF positions that assist LT partners normally at L3 level within CAF organizations. This first level may also comprise Pan CAF CPO1/CWO positions that assist LT partners at L2 level within some CAF organizations dependant on Scope of Responsibility (SOR) and Sphere of Influence (SOI) across the entire CAF.

5.8 PTLT-M positions consist of Formation CPO1 (FCPO1s)/Division CWO positions that coordinate and assist their LT partner with command and control over multiple Fleets/Bdes/Wgs/Bases and the respective subordinate units for each of those within their EC. Often these CPO1/CWO positions are employed at L2 level within their environment as part of a LT.

5.9 This level is also comprised of CPO1/CWO positions that assist a LT partner at the most senior levels of DND organizational hierarchy that report directly to Deputy MND and/or the CDS. This level may also comprise CPO1/CWO Pan CAF positions who assist LT partners at L1 and L2 level within some CAF organizations that have significant SOR and SOI across the entire CAF.

Tactical Sector – CL4 and CL5

5.10 TLT positions are for newly promoted CPO1s/CWOs and are considered critical for further development by each EC and CANSOFCOM. These positions are normally at the tactical level (there are some employed in technical or SME positions, although this is the exception) that provides CPO1s/CWOs with the necessary opportunities to gain experience required for further advancement. Employment in these positions will be utilised to assess further eligibility within the CPO1/CWO Corps, success at the unit level in a TLT position is essential for an individual to advance to a TPULT or PTLT leader position. These positions must undertake an adaptable approach to employ and develop CPO1s/CWOs towards PTLT level employment. TLT encompasses positions as a Coxswain, RSM, Sqn CWO or those positions that have been identified as equivalent.

5.11 TPULT positions are positions in the CAF and within the Branches/Corps, Groups, ECs and CANSOFCOM which provide competencies, experience, knowledge, education and training required to fill niche positions which are above the Sphere of Influence of the Tactical Leadership Teams. Their influence is exercised at the operational and strategic level.

5.12 Progression from the Tactical Sector to Post Tactical or higher sector positions is limited to CPO1/CWOs who are substantive in rank.

Establishment Changes impacting CPO1/CWO Positions

5.13 Review within DSA is required on all Establishment Changes for the controlled rank of CPO1/CWO. L1s must support an Establishment Change request for Reg F and Reserve Force (Res F) CPO1/CWO positions prior to submission to DSA for review and onward transmission to DDFP for final approval.

5.14 For Establishment Change requests that capture new Reg F and Res F CPO1/CWO positions, or that request change to the employment sector of an existing Reg F or Res F CPO1/CWO position, the request must include the following documentation:

1. CPO1/CWO Corps MES IP SOR/SOI scoring matrix completed by respective Command, and verified by DSA scoring review committee comprised of:
   1. DGMC CWO;
   2. RCN CPO1 Career Manager;
   3. CA CWO Career Manager;
   4. RCAF CWO Career Manager;
   5. CANSOFCOM NCM Succession Manager;
   6. CPO1/CWO Corps Occupation Advisor;
   7. Non-affiliated member (NAM) outside of requesting L1 organization; (Employment Equity and GBA Plus to be considered when selecting NAM for board composition)
2. Appendix 3A to Annex A of the DDFP Organization and Establishment Directive – Establishment Change Request, that identifies an offset/established position;
3. Current Terms of Accountability and Executive Summary (where applicable) for the position; and
4. Supporting correspondence that:
   1. Provides justification for a new CPO1/CWO position; or
   2. clearly identifies key changes to an existing position that would warrant change in the employment level.

5.15 PMB support is required prior to DSA sign off on all Establishment Change requests that involve Reg F CPO1/CWO positions.

6. Succession Planning

Overview

6.1 The ECs and CANSOFCOM each have their own distinctive succession planning process for their respective uniformed members:

1. The RCN follows NAVORD 5002-7 – Succession Planning Process - NCMs for Reg F and MARPACORD 5002-1 – Naval Reserve Divisions Command Team Selection and Appointment for P Res;
2. The CA follows CAO 11-79 - Army Succession Planning;
3. The RCAF follows AFO 1000-8, RCAF Succession Management Process – NCMs; and
4. CANSOFCOM directive - to be promulgated

6.2 The challenge is not only to plan to meet the needs of its own environment, branch, or occupation but to have an overarching plan for developing leaders that can influence at TPULT, PTLT and SLT levels. Support occupations that have affiliation with all three ECs or CANSOFCOM must influence and input their succession plans and needs to the appropriate EC or CANSOFCOM. Collaboration between Chains of Command, Corps, Branches, Regiments, Career Managers and Succession Planners is vital to safeguarding proper coordination of a member’s progression.

Critical Positions

6.3 Critical positions include the CAF CWO position, SLT positions, PTLT-M positions, PTLT-E positions and TPULT positions either within the ECs, CANSOFCOM or the Pan CAF structure. These positions form five distinctive higher levels of responsibility and influence within the CAF CPO1/CWO Corps occupation. These positions are also utilized for continued development and progression of CPO1s/CWOs who have the potential to excel in command and institutional positions. Personnel appointed to these positions are succession planned and must have the required competencies, experience, knowledge, education and training as well as proven leadership attributes identified in the Leader Profile for these positions. These appointed CPO1s/CWOs provide mentorship and leadership at the Tactical, Post Tactical, and Strategic levels and have a great capacity to influence their organizations with their Commanders. As critical positions at the Command/Group/Formation level become vacant, the selection of replacements must be done sequentially, beginning with the selection of the member for the most senior position. The sequential selection process harmonizes the already established ECs and CANSOFCOM succession planning processes. It will also minimize the requirement to initiate last minute selection boards for CPO1/CWO positions both in or outside of ECs and CANSOFCOM and will ensure a smooth transition for the selection of the CPO1/CWOs into and out of critical positions across the CAF.

6.4 For succession planning to be effective, positions and required skills must be identified and matched against a member’s competencies. Branches, Corps, Regiments, and occupational employers’ succession plan for their members with the intent to address gaps between the member’s current competencies and future needs of the CAF. Although the selection process is well refined for the ECs and CANSOFCOM, the Branches, corps and regiments need to align their processes with the respective EC or CANSOFCOM, as well as the selection process of Pan CAF Tactical Post Unit, Post Tactical and Strategic Leadership Teams. Succession Planners and Career Managers work together to ensure the 5Rs are achieved. This document will support future CAF Succession Management policies and directives as they are promulgated.

7. Strategic Employment Process

Mandate

7.1 Formal processes are employed to ensure the continuity of a CPO1/CWO Corps that can deliver CAF capabilities in response to government mandate. Centralized under DSA, these methods ensure that the 5Rs are achieved. Collaborative Career and Talent Management (TM) will continually evolve in order to meet the future demands of broader institutional leadership needs.

Overview

7.2 Annexes A and B are strategic employment processes of governing and appointing CPO1/CWOs to Pan CAF, EC and CANSOFCOM positions. Each of the CAF boards must be synchronized with each of the EC and CANSOFCOM succession plans and boards. The Strategic Employment Process is made up of three types of boards, each having a specific mandate:

1. EC and CANSOFCOM Succession Boards;
2. CAF PMBs; and
3. CAF PABs.

7.3 There may be more than one board of each type within the ECs and CANSOFCOM as well as at the CAF level depending on the needs of the service at that time. These boards are synchronized to build on each other throughout the year in order to manage the current and future needs of the CAF. Given the importance of inclusive behaviours in CPO1/CWOs, it is vital to include this critical value in the selection process utilized in this policy.

Environment Commands and CANSOFCOM Succession Boards

7.4 EC and CANSOFCOM Succession Boards are conducted within each of the three ECs and CANSOFCOM to select CPO1/CWOs for critical Reg F and Res F positions within their respective command, and to identify candidates for Pan CAF CPO1/CWO positions considered at CAF PAB 2. As reflected in Annex B, EC and CANSOFCOM succession boards are synchronized with Pan CAF boards and are held prior to CAF PAB 2 to ensure that the 5Rs are achieved for all CAF critical positions. They are governed by the respective ECs and CANSOFCOM directives noted in references at para 6.1 of this instruction, and therefore have their own guidance for appointment and management boards. VCDS, MPC, CJOC, CPCC and CFINTCOM do not play a direct role in EC or CANSOFCOM succession planning other than recommending potential candidates to ECs and CANSOFCOM. ECs and CANSOFCOM succession decisions are the exclusive domain of the ECs and CANSOFCOM.

CAF PMB

7.5 CAF PMB deals specifically with policy and guidance related to CPO1/CWO occupation and position management. There are two boards per posting cycle, normally scheduled in the spring and fall of each year as reflected in Annex B. The CAF PMBs’ main focus is a holistic review of all CPO1/CWO positions, guidance, and policies.

CAF PMB objective

7.6 The purpose of CAF PMB is to:

1. Incorporate and expand the new nomenclature provided in the Military Employment Structure Implementation Plans (MES IP) and Occupational Specifications for SLT, PTLT and TPULT CPO1/CWOs in order to optimize these position contributions as operationally effective leaders as well as guarantee outstanding strategic leadership;
2. Optimize the Tactical Post Unit, Post Tactical, and Strategic Leadership Teams Succession Planning Process;
3. Evolve the Strategic Employment Model utilizing the MES IPs and Occupational Specifications for MOSID 00381;
4. Analyze and integrate NCM personnel management issues and lessons learned into the CAF PMB;
5. Review/analyze/develop personnel policies and procedures and Standard Operating Procedures impacting the Senior NCM cadre of the CAF;
6. Address all CPO1/CWO personnel issues and challenges in all functional areas;
7. Review/confirm SLT, PTLT and TPULT openings for APS+1;
8. Review processes from the past cycle;
9. Resolve outstanding issues from the past cycle;
10. Review/approve any Progressive Model changes within the succession, management and appointments of CPO1s/CWOs; and
11. Review and update CAFMPI.

CAF PMB board composition

7.7 The composition of the CAF PMB is noted below. Of this composition, a quorum of six members from para e below is required to conduct a board, the three ECs and CANSOFCOM members must be part of the six members in a quorum. Participation by members via telecom must be approved by the Chairperson and CAF CWO in advance of the board:

1. Chairperson: DGMC;
2. Co-Chair: DSA;
3. Secretary: DGMC CWO;
4. Senior Advisor: CAF CWO;
5. Members:
   1. RCN – CCPO;
   2. CA – CA Sergeant-Major;
   3. RCAF – CCWO;
   4. MPC – CCWO;
   5. VCDS – CCWO;
   6. CJOC – CCWO;
   7. CANSOFCOM – CCWO;
   8. CFINTCOM – CCWO; and
   9. CPCC – CCWO
6. Advisors:
   1. DSA CPO1/CWO Environmental Career Managers;
   2. Environmental and CANSOFCOM succession planners; and
   3. CPO1/CWO Corps Occupation Advisor.

7.8 Deputy Commanders may be invited to attend CAF PMB to socialize issues and initiatives that affect the CPO1/CWO Corps Occupation.

CAF PAB

7.9 CAF PAB deals specifically with the process of identifying vacant or soon to be vacant Pan CAF CPO1/CWO positions and the selection of the appropriate CAF members to fill those positions.

7.10 The CAF PAB process consists of four boards per posting cycle whose timings are identified in Annex B: 

1. CAF PAB 1 – Ratification;
2. CAF PAB 2 – Position Selection;
3. CAF PAB 3 – Professional development verification; and
4. CAF PAB 4 – Employment Forecast.

7.11 For L1 SLT CPO1/CWO positions, DSA may be requested to solicit for nominations. Files will be forwarded to the appropriate L1 Commander who will conduct interviews and select the candidate.

7.12 For L2 CPO1/CWO positions and below that are outside the ECs and CANSOFCOM (Pan CAF), DSA will solicit the ECs and CANSOFCOM for nominations. One nomination from each EC and CANSOFCOM can be submitted for board consideration – ECs and CANSOFCOM will follow processes identified at para 6.1 of this instruction to determine a nomination. The CAF CWO may also identify an additional nomination for board consideration after coordination with the respective EC or CANSOFCOM. The selection of a candidate will be done through the CAF PAB selection process identified at Annex A. 

CAF PAB 1 Ratification

7.13 PAB 1 is the first board in the posting cycle. This board is scheduled for early fall and deals with the ratification of prior PAB 2 selection and out of cycle selection for positions for the upcoming APS.

7.14 The board will:

1. Confirm that the CoC and the member have been informed of the proposed appointment;
2. Identify any issues or unplanned vacancies for the approaching APS; and
3. Discuss and address any issues for the upcoming APS.

7.15 The product of this board is a list of all the selected Pan CAF TPULT and PTLT candidates for the Reg F positions that are changing in the APS. From this board, DSA thru respective ECs, CANSOFCOM and Career Managers, will action postings based on the board Record of Decision (RoD).

CAF PAB 2 Selection

7.16 The CAF PAB 2 Selection process is captured at Annex A to this instruction. This board is scheduled post EC and CANSOFCOM selection boards and deals with the selection of personnel for the upcoming APS +1 posting season, for Pan CAF CPO1/CWO positions. The timing of this board ensures that ECs, CANSOFCOM and Board members have sufficient time to review position requirements, and identify those personnel who have the competencies, experience, knowledge, education, and training identified in Leader Profiles as essential to take on the challenges of Pan CAF leadership positions being considered. This selection should be completed at least one year in advance of the posting year in question for Pan CAF positions to allow for the completion of any required professional development. From this board, DSA thru respective ECs, CANSOFCOM and Career Managers, will action postings based on the RoD. 

CAF PAB 3 Professional Development Verification

7.17 This board takes place post-CAF PAB 2. In this board, the required professional development is identified and planned for Reg F and P Res members selected at CAF PAB 2, EC and CANSOFCOM boards. This board also selects CPO1s/CWOs for DP5 programs based on the three ECs and CANSOFCOM recommendations. This allows for the required professional development to be completed by personnel before the upcoming APS +1 posting season. DSA will solicit nominations from succession planners for this board and CPO1s/CWOs will be placed on selected professional development education and training based on the approved board RoD. 

CAF PAB 4 Employment Forecast

7.18 This board is scheduled for late spring, pre-APS and discusses position openings and extension requirements for personnel for the current APS +2. The board produces a list which identifies positions that are planned to open for the APS +2 posting season. This list is used to plan CAF PAB 2 selection board for the following board cycle. The RoD will become the basis for the next board cycle.

CAF PAB Board composition

7.19 The composition of the CAF PAB is noted below. Of this composition, a quorum of six members from para f is required to conduct a board, the three ECs and CANSOFCOM members must be part of the six members in a quorum; participation by members via telecom must be approved by board chair and CAF CWO in advance of the board:

1. Chairperson: DGMC;
2. Co-Chair: DSA;
3. Secretary: DGMC CWO;
4. Senior Advisor: CAF CWO;
5. Advisor: CPO1/CWO Corps Occupation Advisor
6. Members:
   1. RCN – CCPO1;
   2. CA – CA Sergeant Major;
   3. RCAF – CCWO;
   4. MPC – CCWO;
   5. VCDS – CCWO;
   6. CJOC – CCWO/CCPO1;
   7. CANSOFCOM – CCWO;
   8. CFINTCOM – CCWO;
   9. CPCC – CCWO; and
   10. Non-affiliated member (NAM) (Employment Equity and GBA Plus to be considered when selecting NAM for board composition)
7. Observers:
   1. CWO (ADM MAT);
   2. Digital Services Group CWO;
   3. JAG CWO

7.20 Voting members for selection of personnel for all Pan CAF critical positions are listed in para f, voting cannot be delegated. The Co-Chair votes only if there is a tie in the final vote. 

7.21 By invitation, members of the CAF CWO Extended Council may attend PAB to observe in order to give them insight and transparency of the voting and selection process of the Pan CAF positions within their L1 that are to be voted upon, and to be in a position to provide the voting members clarity and granularity of the Terms of Accountability (TOA) of those positions. They are non-voting members.

7.22 Deputy Commanders may be invited to attend CAF PAB.

Unconscious Bias

7.23 Board Members shall utilize all applicable Unconscious Bias Training and question their own assumptions to identify whether unconscious bias is playing a role in how they complete their assessments. Unconscious bias is an implicit attitude, stereotype, motivation, or assumption that can occur without one’s knowledge, control, or intention. Examples of unconscious bias include gender, cultural, age, language, and institutional biases. Unconscious bias is a result of our life experiences and affects all types of people. Unconscious biases are important to recognize in instances when quality, relevance and competence are being evaluated as it plays a strong part in influencing our judgement of certain people and groups.

PMB/PAB Record of Decision (RoD)

7.24 CMP is the approving authority for recommendations and decisions supported at CAF PMB and CAF PAB. In exceptional circumstances a gaining L1 may challenge CMP's decision should they be able to demonstrate that essential competencies and character required of the position and reflected in the TOA have not been met. Personality compatibility is not considered an essential quality. Decisions supported at CAF PMB and CAF PAB become effective the date the board RoD is signed by CMP.

8. Supplemental Information

Pay

8.1 Pay for CPO1/CWOs in MOSID 00381, is governed by CBI 204 – Pay of Officers & Non-Commissioned Members.

Second Language

8.2 As identified in CAFMPI 02/22, Linguistic Identification of Canadian Armed Forces Positions, linguistic requirements for positions vary. It is expected that Talent Managed individuals work towards improving and maintaining their Second Official Language (SOL) skills. SOL training for Reg F CPO1/CWOs must be identified early. ECs and CANSOFCOM should identify members who are selected for TPULT and PTLT positions up to 14 months in advance of taking on the responsibilities of the position, to afford the possibility of developing a Second Official Language Education and Training plan. 

Special Requirements Commissioning Plan (SRCP)

8.3 As identified in CAFMPI 03/22, Special Requirements Commissioning Plan, the SRCP provides a means of commissioning CPO1s/CWOs to meet the needs of under-strength officer occupations or other identified positions for CAF requirements. Through SRCP, selected CPO1s/CWOs are commissioned to fill vacant accountable officer positions that the responsible occupation cannot generate through normal officer production.

Controlled Rank

8.4 As identified in DDFP Organization and Establishment Directive, CPO1/CWO is a controlled rank and those positions are managed by DSA. DSA is also the managing authority for the 00381 CPO1/CWO Corps occupation. All Establishment Changes that involve the controlled rank of CPO1/CWO require DSA review prior to DDFP final approval.

Entry into the CPO1/CWO Corps Occupation

8.5 Entry into the occupation as a Civilian Applicant or Component Transfer will be as per the 0381 CPO1/CWO Corps Occupational Specification Entry Standards and occupational and environmental succession plans.

9. Responsibilities

Responsibilities Table

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

10. References

Acts, Regulations, Central Agency Policies and Associated DAOD

• QR&O Vol I, Chapter 11, Promotion, Reversion and Compulsory Remustering
• CBI 204, Pay of Officers & Non-Commissioned Members
• DAOD 5031-8, Canadian Forces Professional Development
• DAOD 5039-7, Second Official Language Education and Training for CAF Members
• DAOD 5070-1, Military Employment Structure Framework

Other References

• CAFMPI15/04, Release by Reason of Years of Service
• CAFMPI 03/21, Inclusion and the Performance Appraisal Process (this document can only be accessed on the DWAN)
• CAFMPI 02/22, Linguistic Identification of Canadian Armed Forces Positions (this document can only be accessed on the DWAN)
• CAFMPI 03/22, Special Requirements Commissioning Plan
• CAFMPI 04/24, Talent Management and Succession Planning
• A-PD-055-002/PP-002, CPO1/CWO CORPS MOS ID 00381 - Occupational Specifications CPO1/CWO Corps (this document can only be accessed on the DWAN)
• A-PA-005-000/AP-138, Canadian Armed Forces Ethos: Trusted to Serve
• A-PA-005-000/AP-139, Fighting Spirit: The Profession of Arms in Canada
• A-PD-055 series, Canadian Forces Manual of Military Occupational Structure (Only available on the DWAN)
• AFO 1000-8, RCAF Succession Management Process – NCMs (this document can only be accessed on the DWAN)
• CAO 11-79, Army Succession Planning (this document can only be accessed on the DWAN)
• MARPACORD 5002-1, Naval Reserve Divisions Command Team Selection and Appointment for Reserve Force (this document can only be accessed on the DWAN)
• NAVORD 5002-7, Succession Planning Process - NCMs (this document can only be accessed on the DWAN)
• Beyond Transformation: The CPO1/CWO Strategic Employment Model
• Aide-Mémoire on Inclusive Behaviours and The CAF Competency Dictionary (this document can only be accessed on the DWAN)
• Canadian Armed Forces Employment Equity Plan 2021 – 2026 (this document can only be accessed on the DWAN)
• CPCC Initiating Directive on The Integration of The Measurement of Inclusive Behaviours in The Defence Team (this document can only be accessed on the DWAN)
• CPO1/CWO Corps Occupation MES IP dated 30 November 2019 (this document can only be accessed on the DWAN)
• CPO1/CWO Corps Occupation MES IP dated 15 June 2018 (this document can only be accessed on the DWAN)
• Director Defence Force Planning (DDFP) - Organization and Establishment Directive (this document can only be accessed on the DWAN)

11. Annexes

• Annex A – CAF PAB Selection Process
• Annex B – Current Strategic Employment Framework cycle
• Annex C – Regular Force CPO1/CWO Positions