CDS/DM Directive For CAF Reconstitution

References

1. Strong, Secure, Engaged: Canada’s Defence Policy
2. CDS Directive for Decentralized Basic Military Qualification Courses, 12 April, 2021 (accessible only on the National Defence network)
3. CDS Planning Directive for Canadian Armed Forces Reconstitution, 9 July, 2021 (accessible only on the National Defence network)
4. Canadian Armed Forces (CAF) Staffing Categories, 18 Dec, 2017

• Application
• General
• CDS Priorities
• Lexicon
• Problem Definition
• Assumptions

Situation

1. Application
   This directive will set in motion a significant body of work that will provide direction on the course corrections that are required to overcome deficiencies that are hampering the composition and readiness of the Canadian Armed Forces (CAF). The interim goal is to address shortcomings that are preventing the CAF more specifically from being in the position it needs to in order to excel as a modern and combat-ready military force. This directive, which will be the first of several as we progress through the themes of this considerable endeavour, will lay out the complementary lines of effort that will adjust our operational commitments within the bounds of the direction provided by the Government of Canada (GC) and modernize our personnel generation process. The enduring aim is promoting and defending Canadian sovereignty, security and interests, and commitment to delivering excellence in operations at home and abroad. As this is a pan-departmental effort, this directive applies to all members of the Defence Team. Level 1s (L1s) are expected to implement tasks within their authorities and help shape and influence those that are outside of their purview. Subsequent iterations of this directive, along with other strategic documents, will provide additional guidance as the situation inevitably changes as we move forward.

2. General
   Personnel and staffing issues, combined with a changing demographic and expectations of our existing and potential work force, continue to challenge both the strength and the readiness of the CAF. The COVID-19 pandemic has aggravated pre-existing shortfalls in the CAF strategic intake of new members and has severely impacted the organization’s ability to deliver professional and collective training. These strains continue to imperil the force size available for operations and have resulted in a significant loss of experience and expertise within the CAF, creating a requirement to recover and rebuild (reconstitute) the organization. The rebuilding process needs to occur on an accelerated timeline given the geopolitical environment that we find ourselves operating within, especially in light of the invasion of Ukraine. The overall situation has given us an opportunity to relook at our recruiting and training processes and will lead us to aggressively modernize them to meet the needs of the National Defence of today and in to the future.

3. CDS Priorities
   1. The following are the CDS’ priorities for the CAF:
      1. People
         1. Culture
         2. Strength; and
         3. Cost of Living.
      2. Operations
         1. Readiness; and
         2. Rationalization.
      3. Modernization
         1. Strong, Secure, Engaged (SSE) and Defence Policy Update;
         2. Continental Defence and North American Aerospace Defence Command (NORAD) Modernization;
         3. Force structure; and
         4. Concepts.
   2. CAF Reconstitution will narrow its focus to the aspects of people and operations, as modernization is being addressed elsewhere.

4. Culture change will remain the top departmental priority throughout the reconstitution process. This endeavour will require significant resources and a willingness to embrace recommendations from external review authorities examining the Defence culture and providing recommendations on ways to effect the necessary changes.

5. As always, the operational environment and threats that the CAF will face are evolving. Adversaries and Allies are outpacing us in the evolution of technology advancement and ability to operate in a pan-domain environment, making it an imperative for National Defence to evolve and improve itself to ensure we are a relevant and trusted partner. This imperative will drive National Defence to invest in the Force Development and Design (FD&D) of the Future Force and work to implement new flexible and responsive procurement approaches in order to ensure the long-term effectiveness, relevance, and credibility of National Defence, and create a truly joint Defence Team that can seamlessly integrate in a whole of government approach to delivering on national security priorities.

6. Reconstitution will not be a short-term effort. It will require the engagement of the entire Defence Team over an extended period of time. The convergence of the lines of effort (LOEs) in support of reconstitution, while recognizing the capacity limitations of the institution, will require consistent review and articulation of leadership priorities while maintaining buy-in at all levels of the institution. This will be done through effective communication in order to achieve the balance needed to advance reconstitution along with the foundational initiatives that will be concurrently undertaken (e.g. Defence Policy Update, Continental Defence, Culture Change, Digitalization, Defence Modernization, Military Justice Reform, etc.). During this period of change, we will need to make difficult choices about our readiness levels, capacity for sustained operations, as well as our level of commitment to all activities, while continuing to deliver strategic effects for the GC.

7. Lexicon
   A lexicon of the key terms relative to this directive can be found at Annex A.

8. Problem Definition
   Owing to personnel and staffing issues that have been compounded by the CAF’s heavy commitment to operations, the negative effects of the COVID-19 pandemic, and a culture crisis, National Defence continues to lose its ability to deliver and sustain concurrent operations at the scope and scale necessary to achieve the strategic effects directed by the GC. One of the major limiting factors to the CAF’s readiness is its mid-level leader capacity, which must be focused in a disciplined manner. These strains continue to imperil our ability to recruit, train, employ, and retain diverse Canadian talent, thus jeopardizing the readiness and long-term health of Canada’s defence capabilities.

9. Assumptions
   The following assumptions are provided to guide and enable planning for reconstitution:
   1. The CAF will experience higher than normal attrition and lower than normal recruiting unless appropriate professional culture and personnel management modifications are implemented. As a result, CAF effective strength will likely continue to shrink over the very short term;
   2. The increase in strength of the CAF to the desired level of 101,500 military personnel, comprised of 71,500 Regular Force, 30,000 Primary Reserve Force members, as well as an increase in numbers in our Canadian Rangers and Cadet Organizations Administration and Training Service (COATS) cadre, will take considerable time and require an all-hands approach. A concerted effort in reprioritization of personnel towards personnel generation and culture change efforts as well as a refocus of our international commitments will be needed;
   3. Private and public sector workforce shortages will continue to offer increased opportunities for CAF members outside the institution, and impose significant competition in attracting talent;
   4. Flexible work arrangements for knowledge workers will continue and should be encouraged when possible. These offer new possibilities for remote work and increased flexibility with respect to military employment, while respecting security in an environment where we are increasingly susceptible to foreign collection. Increased flexibility with respect to military postings and succession planning will be required in order to consider more complex family dynamics;
   5. The level of domestic operation commitments will likely remain constant or increase. Accordingly, National Defence will need to continue its efforts to ensure Requests for Assistance for CAF support are considered only in circumstances where it is the force of last resort; and
   6. If the CAF does not create an institutional climate that is more welcoming and inclusive to all Canadians, then attraction and retention problems will persist.

• Concept of Operations
• CDS Critical Information Requirements (CCIRs)
• Tasks
• Coordinating Instructions

Mission

10. The CAF will reconstitute in order to ensure its ability to deliver strategic effects directed by the GC now and into the future.

Execution

11. Concept of Operations
    1. CDS/DM Intent
       We will undertake a concentrated period of reconstitution to ensure the long-term viability and readiness of the CAF to fulfill GC priorities, while concurrent efforts are undertaken to position, modernize and digitalize Defence in response to new and emerging threats. Modernization of the organization’s professional culture, the approach to its force composition, and its personnel management system will be key to prepare the Defence organization of the future with the capabilities and ethos required to excel at home and abroad. Throughout, the prioritization of limited staff capacity, especially at mid-levels, is essential. We will be bold in reducing process limitations, stopping or delaying lower priority tasks and activities, and empowering subordinates. In all, we will be mindful of the personal and family impacts of the pandemic, and concurrently strive for individual reconstitution as we embrace wellness and manage personnel tempo accordingly. Finally, we expect all activities to be viewed through the lens of reconstitution and their associated impacts on it.
    2. Strategic Objectives
       1. Rapidly grow the CAF to achieve the end strength directed by GC policy, with a trained effective strength (TES) necessary to meet GC assigned missions;
       2. Implement a modernized Military Personnel Management System that attracts and retains talent where it resides in all segments of Canadian society; and
       3. Continue to deliver desired strategic effects for Canada on all assigned operations with the right-sized force packages.
    3. Lines of Effort
       The following LOEs will be pursued simultaneously, under a strong and agile governance model to ensure resource allocations are sequenced and balanced to best progress the goals of CAF Reconstitution:
       1. Grow the CAF
          Comd Military Personnel Command (MPC)/CMP, in partnership with the Services (Royal Canadian Navy (RCN)/Canadian Army (CA)/Royal Canadian Air Force (RCAF)) and Chief Professional Culture and Conduct (CPCC), will ensure that we attract, recruit, and train the right Canadians, who aspire to be something greater than themselves and who believe in the highest ethical and moral standards. Personnel generation efforts will also seek to broaden and deepen our strength through diversity, and deliver the requisite training so that our new members may achieve their respective operational functional points and begin their careers in earnest;
       2. Modernize Military Personnel Management System
          Comd Military Personnel Command (MPC)/CMP, in coordination with the Services and informed by all L1s, will ensure that our Military Personnel Management System is world class and our talent management efforts enable our personnel to achieve their goals and have fulfilling and successful careers. These efforts will include the development/refinement of policies that directly address the stressors of military service and offer a value proposition of the CAF as an employer of choice so as to ensure the retention of our personnel. Priority must be placed on improving all CAF talent management processes, including the CAF Retention Strategy, People (HR) Strategy and supporting strategies; and
       3. Recalibrate Operations and Commitments
          The CAF is committed to delivering excellence in operations at home and abroad. Accordingly, the Defence Team must continue to be prepared to deliver across a spectrum of operations within allotted funding and resources; from domestic humanitarian assistance and disaster response, to counter-terrorism and peace support operations, to high intensity combat operations as directed by the GC through key documents such as SSE and the Defence Policy Update. Developing operational capabilities in challenging domains such as cyber and space will be essential to counter threat actors in a pan-domain environment. Force employers will identify operational opportunities against specific criteria (to include sustainability, strategic alignment, value, and impact on strategic alliances) with a view to informing strategic prioritization and decision making to enhance the CAF’s operational footprint against current and emerging threat streams, while generating capacity savings that can be reinvested elsewhere. It will be necessary to strike a balance between providing deployment opportunities to junior members and the need to rebuild our mid-level leader capacity. Comprehensive operational reviews will continue to be conducted at all echelons of command. While these reviews will naturally distil lessons that will be germane to future operations, we must also harness best practices and the growth potential from past efforts in order to optimize our collective efforts to reconstitute the force. This will be an ongoing and iterative effort.
    4. Scheme of Manoeuvre
       The efforts to reconstitute the CAF will be accomplished via two general themes spanning an extended period until 2030. A GBA+ lens will be applied throughout these themes to assess how diverse groups of women, men and gender-diverse people experience CAF policies, programs and services. This directive will focus on the immediate and short term actions required to address the shortages in personnel by adjusting operational commitments, fixing intake, and working towards retention:
       1. Theme 1 – Recover (2022-2025). This theme will be the initial focus of the CAF Reconstitution effort and consists of Grow the CAF LOE, Modernize Military Personnel Management System LOE, as well as the Recalibrate Operations and Commitments LOE. This theme will ensure that the strength of the CAF can move towards an upward trend to the desired staffing levels of 71,500 (Regular Forces) and 30,000 (Primary Reserve). The concurrent implementation of Defence Team professional conduct and culture change will be the over-riding priority throughout this theme as a key enabler to achieving success in the personnel generation effort. Finally, a comprehensive operational commitment review will be conducted in order to assess appropriate use of capacity with the goal to reduce/reinvest in support of reconstitution efforts;
       2. In support of these efforts, the concurrent foundational endeavours of Culture Change, Defence Modernization and Digitalization will carry on. These efforts are detailed in separate strategic guidance documents or will be elaborated on via future directives in this series;
       3. The Senior Coordination Meeting chaired by DOS SJS with LOE leads and applicable L1As will be leveraged in order to provide strategic guidance;
       4. Functional Authority (FA) ADMs will also provide assistance and guidance in the development of strategic advice to CDS and DM in support of this theme;
       5. The strategic priorities will be:
          1. Personnel Generation – recruiting, occupational and component transfers, basic training, initial occupation training to reach Operationally Functional Point (OFP), and move into TES;
          2. Retention – modernize personnel policies to improve quality of life and organizational culture to ensure better retention of trained members, guided by the launch of the CAF Retention Strategy and the Total Health and Wellness Strategy (THWS);
          3. Rationalize all operational and readiness activities in order to increase efficiencies and reduce capacity requirements; and
          4. Reduce staffing processes, and cease activities and tasks that do not directly contribute to the growth of the CAF, operations, and modernization. Reinvest capacity toward activities and tasks that will contribute to achieving a reconstituted CAF;
       6. Theme 2 – Build (2022-2030). This theme will focus on building the Future Force in order to continue to deliver strategic effects for the GC. The strategic priorities for this theme include:
          1. Analysis, identification, and Op Design for the FD&D of the Future Force requirements and structural options. This will include a complete capability review to both reduce/divest capabilities that are nearing end of life and invest in new capabilities that will be coming online. This will be achieved through the development of a Concept for Future Force, a Future Warfighting Concept, and the Force Capability Plan as a result of the Capability Based Planning (CBP) cycle processes. This process will be enabled and linked to the Force Mix Structure Design (FMSD) work on structural adaptation, including a review of both Reg and Res F structures, and linked to the delivery of the Defence Programme. The FMSD work will also need to include perspectives for the broader Defence Team workforce, to include public servants and contractors;
          2. Re-invigorate the CAF Professional Military Education (PME) program to ensure that CAF Professional Development (PD) provides the intellectual edge to the Future Force;
          3. Progress CAF Health and Wellness initiatives. Continue to implement the THWS and pursue Seamless Canada in order to alleviate the mobility challenges faced by military members and their families, including healthcare (dependent and military), dependent education (including daycare), and spousal employment;
          4. Implement GC direction on NORAD modernization / Continental Defence;
          5. Development and implementation of the Digital Campaign Plan;
          6. Executing an affordable, prioritized Infrastructure Plan / Construction in Support of Capital Equipment (CISOE) Program in support of SSE;
          7. Advancing the operational sustainment modernization agenda; and
          8. Once published, implement the Culture Change Strategy to create an institutional climate that is more welcoming and inclusive to all Canadians.
    5. Risk Assessment
       External risks will stem from unanticipated future shocks. External events such as major domestic emergencies caused by climate change, economic crises impacting the federal government’s fiscal flexibility, and widespread misinformation campaigns creating a lack of public confidence in national institutions could impede efforts to reconstitute. We must monitor for these and similar events, including significant global events, in order to adjust for their impacts in our future planning.
    6. Acceptable Risks
       To successfully progress the reconstitution objectives, there will be a requirement to accept some level of risk in processes. As such:
       1. Innovation and creativity that support CDS/DM intent will be necessary and is encouraged. Non-aligned and/or unsuccessful initiatives should be terminated at the appropriate juncture without negative consequences to the proponent and lessons be learned to refine and set up the next attempt for success;
       2. FAs will push decision authorities to the lowest appropriate level, and will accept some risk associated with unsuccessful initiatives;
       3. The CAF will continue to employ members with medical employment limitations where and if they can contribute advantageously to the organization while not permanently breaching Universality of Service;
       4. The Defence Team must optimize operational tempo and rebalance outputs to prioritize resource allocation to areas of increasing strategic relevance and create capacity for reconstitution efforts. This can include temporarily ceasing activities that are deemed non-essential and have a considerable personnel requirement;
       5. MPC/Canadian Defence Academy (CDA) will work with the RCN, CA, and RCAF to implement a mechanism to facilitate assessment of equivalencies for the Primary Leadership Qualification (PLQ) in order to free up personnel capacity to perform other force generation, operational, and reconstitution tasks;
       6. The CAF will identify a mechanism to streamline and facilitate retention of required skills past Compulsory Retirement Age (CRA) by requesting a Continuing Engagement past CRA;
       7. The CAF will reassess the fill rate of outside of Canada (OUTCAN) posting commitments for CAF members and temporarily prioritize staffing of essential positions within Canada; and
       8. Where possible, the CAF will reduce collective training activities to prioritize individual training to increase TES. The CDS will be ready to accept the associated reduction in readiness levels using a risk-based approach.
    7. Constraints
       1. Professional conduct and culture must remain the top priority throughout the reconstitution evolution as it will be the essential element to the success of reconstitution efforts;
       2. The Defence Team will not engage in protectionist behaviour, and/or identify an activity or element as indispensable without a fulsome review and consideration of alternate options or means of mitigating the impacts of ceasing the activity;
       3. Before reductions in staffing processes and/or the ceasing of activities and tasks that do not directly contribute to CAF reconstitution efforts, an analysis shall be conducted to determine the impacts on Public Service processes and activities, and solutions will be devised in collaboration with ADM(HR-Civ) to mitigate negative second and third order effects;
       4. The delivery of Decentralized Basic Military Qualification (D-BMQ) courses by the RCN, CA, and RCAF, IAW Ref B, will continue maintaining common standards with respect to curriculum content and delivery;
       5. Force elements assigned to high readiness tasks will always be ready in accordance with assigned Notice to Move (NTM), especially those assigned to domestic tasks;
       6. The well-being of the Defence Team and our families must remain a priority. We will not accept risk on the apportionment of resources to member and family care initiatives/programmes;
       7. Departmental direction for Public Servants regarding Hybrid teams will need to be respected in support of attraction, retention and operational excellence;
       8. Statutory responsibilities related to the Public Service will need to be understood and abided by;
       9. Treaty obligations must be respected. Defence must ensure that our plans, messages, and activities are coherent with our NORAD, NATO and Five Eyes (FVEY) Allies and other partners, while fulfilling priority exchange and operational commitments.
       10. The CAF will retain the capacity and capability to fulfill GC directed missions, such as those communicated in SSE and the Defence Policy Update.

12. CDS Critical Information Requirements (CCIRs)
    All standing CDS CCIRs remain extant.
13. Tasks
    This directive will focus on near term tasks. It is expected that all L1s will continue working towards overall reconstitution and modernization efforts whether they are addressed specifically herein or not:
    1. Common to all L1s
       1. Align with, embrace, and support CPCC culture initiatives. Contribute to filling CPCC up to DSX approved positions for APS 2022;
       2. Contribute to the 100% filling of Canadian Forces Recruiting Group (CFRG), Canadian Forces Leadership and Recruit School (CFLRS), and Canadian Military Colleges’ approved positions in APS 2022 and further surge in 2023;
       3. Seek to enable a quality of life balance between service and CAF member’s private lives (leverage digital tools, process and policy improvements, etc.) and remain empathetic to individual needs throughout;
       4. Identify inefficiencies and opportunities to reduce or streamline processes and low value staff activities, and divest activities and tasks that do not directly contribute to reconstitution efforts to maximize capacity. L1s should be aggressive in this task and consider all activities irrespective of their scope, significance, and history. L1s should seek to delegate such divestment decisions to the lowest feasible levels of command, within the appropriate construct of strategic oversight;
       5. Ceremonial tasks will be temporarily reduced or cancelled in order to prioritize reconstitution efforts;
       6. Change of command ceremonies, parades, and other ceremonial events shall be minimized in scope and scale;
       7. Provide recommendations on how readiness levels can be lowered to include an assessment of Individual Battle Task Standards (IBTS). Provide an appreciation for capacity savings versus operational impact;
       8. Assess what capabilities and projects can be divested, paused, or re-scoped to generate capacity savings;
       9. Assess what tasks/capabilities must be retained by Defence and can be transferred from CAF to DND employee or contractor responsibility;
       10. Increase the use/application of simulation wherever possible without reducing training effectiveness;
       11. Review and modernize the training processes and accelerate and adapt methods of delivery where possible, to minimize unproductive delays between foundational and career courses;
       12. Ensure comprehensive Business Planning (BP) to prioritize the incorporation of reconstitution activities within assigned resources, with additional demands related to reconstitution identified through quarterly reviews, in particular those that are Basic Training List (BTL) enabling for Regular and Reserve Forces;
       13. In consultation with ADM(HR-Civ) and working within L1 existing and allocated resources, identify opportunities to hire needed support and/or contract out to reduce the workload on the diminished workforce where possible;
       14. FAs are to review and validate all currently mandated training, including periodicity, in consultation with CMP, ADM(HR-Civ), and the Defence Team People Management Committee (DT-PMC) as appropriate, and submit a detailed business case to CDS/DM for approval with respect to any new mandated training for DND employees and/or CAF members that affects other or all L1s. Unrestricted growth of online training results in a large aggregate drain on workforce to accomplish priority efforts. Risk must be appropriately weighed to ensure that Defence Team members’ time is not treated as an unconstrained resource;
       15. Support planning and implement solutions to increase junior leader production; and
       16. As part of the positional “clean-up,” L1s are to review authorized strength positions. Flag and be prepared to justify requirements to retain vacant positions (with a focus on long-standing vacant positions that have been historically unfilled). Additional focus should be applied to Military Manning Overhead (MMO) members who are not in an accountable position number. In support of the vacant position analysis, ensure all TES personnel are placed into a singular Trained Effective Establishment (TEE) position.
    2. VCDS
       1. Action temporary and emergency establishment changes requested by L1s to enable reconstitution efforts directly related to the Grow the CAF and Modernize Military Personnel Management System LOEs;
       2. Lead the positional “clean-up” as described at para 12.a.(16);
       3. Analyze and invest in means to improve and accelerate security clearance assessments for the Defence Team, especially in support of CAF recruiting efforts;
       4. Conduct an employer support review for the CAF Reserve Force and integrate the employer support program within the CAF Retention Strategy efforts;
       5. In coordination with Strategic Joint Staff (SJS) and Assistant Deputy Minister (Policy) (ADM(Pol)), conduct a Defence Diplomacy Program review as well as a NATO and OUTCAN commitment and support review to identify potential opportunities for amalgamation and efficiencies, and reinvest any surplus capacity towards achieving a reconstituted CAF;
       6. In coordination with CMP, determine posting priorities for mid-level leaders for active posting season 2023 (APS 23), and recommend in-year re-allocation of personnel to support CAF reconstitution efforts;
       7. Identify L1 BP items that are directly related to reconstitution and assess prioritizing those investments in funding recommendations;
       8. In conjunction with ADM(Mat), ADM(Fin), sponsors and implementers, further optimize internal mechanisms within the control of the Defence Team to further accelerate and streamline project approval process and governance, and endeavour to influence external processes, where appropriate, to achieve the same objective of reducing internal staffing efforts;
       9. Complete review of C127 Reserve Force pay baseline and L1s BP incremental demands to provide recommendations to Investment and Resource Management Committee (IRMC) in order to enable a New Vision to the Reserve Force that is aligned with SSE objectives; and
       10. Provide requests for temporary and emergency establishment changes to VCDS to enable reconstitution efforts directly related to the Modernize Military Personnel Management System LOE.
    3. CMP
       Supported Commander for the Grow the CAF and Modernize Military Personnel Management System LOEs:
       1. With support of the Services, develop options to optimize the application of CAF staffing categories with a view to most effectively meeting key needs of CAF Reconstitution;
       2. Supported by the VCDS, perform a review of the Military Occupation Structure, undertaking a rank to rank rationalization effort and posturing occupations for a modernized CAF;
       3. Supported by the VCDS and SJS, review policies affecting the employment possibilities and limitations of the Reserve Force. Develop options to employ reservists in a Class C capacity in support of CAF Reconstitution efforts, specifically pertaining to postings with cost move into positions within training establishments;
       4. Prioritize and optimize the implementation of Total Health and Wellness for the CAF;
       5. Refresh Op GENERATION in order to enhance recruiting capabilities and develop a steady state recruiting program designed to meet the annual Strategic Intake Plan (SIP) in order to fulfil operational needs and the diversity we aspire to;
       6. In collaboration with ADM(HR-Civ), review and validate options to civilianize/contract out administrative elements of recruiting functions provided at CAF recruiting centres;
       7. Analyze and identify means to improve medical support to CAF recruiting efforts and collaborate with VCDS/Director General Defence Security (DGDS) on ways to accelerate issuance of security clearance to reduce medical and security assessment bottlenecks from slowing intake capabilities;
       8. Modernize the Military Personnel Management System, reviewing all personnel policies to identify outdated elements and areas for improvement. Careful attention should be placed on identifying and eliminating existing policies that are self-imposed barriers to recruitment;
       9. Support the VCDS to explore the option of a policy change to the Canadian Forces Primary Reserve Interim organization and establishments (O&E) and employment policies to allow flexibility in filling position requirements by either Regular or Reserve Force members, as required;
       10. Develop a Future of Work Framework to guide military employment, including postings and remote work, with a view to reducing cost moves, less those that are essential to ensure personnel generation (recruiting and training), force generation, and operations. Where appropriate, partner with ADM(HR-Civ) regarding public servant positions. Ensure priority objectives are fulfilled such as support to individual training, and real life support functions for garrisons that have a direct support task for individual training;
       11. Analyze and recommend changes to move and housing policies in the context of severe market volatility to ensure the needs of the service are met, while enhancing retention and longer-term resiliency;
       12. Develop mechanisms to incentivize postings for CAF members into positions supporting the Grow the CAF and Modernize Military Personnel Management System LOEs (both at MPC and the Services’ training establishments);
       13. Support VCDS in the conduct of a review of the military occupational structure, with a view to occupations required to support CAF modernization and a rank to rank rationalization effort;
       14. Provide support to VCDS to determine posting priorities for mid-level leaders for APS 23, and recommend in-year re-allocation of personnel;
       15. Conduct analysis and implement immediate actions to streamline and improve the Component Transfer process as well as both Regular and Reserve Force re-enrolment processes;
       16. Develop options to streamline and automate the Voluntary Occupational Transfer (VOT) process with clearly identified and documented criteria to reduce uncertainty in CAF members seeking VOT, and work with Occupation Authorities towards an expedited process toward reaching OFP in the new occupation;
       17. Develop shared and temporary recruit training mechanisms including a second CFLRS location to ensure intake is not limited due to capacity constraints. Until centralized recruit training can meet intake requirements, continue to leverage the use of D-BMQ training IAW ref B;
       18. Streamline BMQ delivery where possible including a temporary reduction of course duration to 8 weeks starting as soon as possible but NLT January 2023. Return to and exceed pre-pandemic levels of training throughput as quickly and safely as possible;
       19. Review and modernize the CAF training process and accelerate and adapt methods of delivery where possible, to minimize unproductive delays between foundational and career courses and reduce the overall timeline to achieve OFP for all occupations;
       20. Work with the RCN, CA, and RCAF to grant equivalencies for PLQ for affected CAF members when requested;
       21. Streamline the process to manage requests for Continuing Engagements past CRA, delegating authorities where appropriate;
       22. Implement the CAF Retention Strategy with a view of enhancing retention and protecting operational capability;
       23. Leveraging the CF H Svcs post operations review process, make specific recommendations on CF H Svcs reconstitution and renewal initiatives;
       24. Analyze and advise on how the CF H Svcs’ system can be improved and align with necessary culture change initiatives by moving from the current paternalistic approach to one focused on preventive and person partnered care, leading to empowerment, trust and accountability for patients, chains of command, and health care providers alike;
       25. Adjust leave policy to provide greater flexibility to accumulate or cash out annual leave;
       26. Revamp Acting While So Employed (AWSE) policy to provide greater flexibility with respect to employment options;
       27. Revamp the Non Commissioned Member (NCM) promotion process to allow greater flexibility for accelerated promotions;
       28. Explore retention incentives/solutions based on training investment returns; and
       29. Provide requests for temporary and emergency establishment changes to VCDS to enable reconstitution efforts directly related to the Grow the CAF and Modernize Military Personnel Management System LOEs.
    4. CPCC
       Collaborate with MPC and other L1s to ensure that all CAF personnel generation efforts are shaped by priority culture change efforts.
    5. CJOC/CANSOFCOM
       Supported commanders for the Recalibrate Operations and Commitments LOE:
       1. Contribute to the SJS-led review of Force Posture and Readiness (FP&R) with a view to identifying the force employment outputs that are no longer realistic given priorities, assigned resource levels, and personnel staffing;
       2. In collaboration with SJS and ADM(Pol), use the review of FP&R and Defence Policy Update to inform strategic prioritization and decision making to enhance the CAF’s operational footprint against current and emerging threat streams, while generating capacity savings that can be reinvested elsewhere;
       3. Consolidate operational and tactical-level observations from the spectrum of operations, including national emergency response and pandemic-related operations, with a view to ensuring continued excellence on operations that are aligned with GC and departmental policies and directives, and tuned to strategic risks; and
       4. Execute initial review of operations and CONPLANs to initiate short-term optimization of critical ranks and trades to provide some reduction in staffing pressure for force generators to focus on personnel generation.
    6. SJS
       1. Use the Senior Coord Meeting to provide strategic guidance for reconstitution efforts;
       2. Work with force employers in the analysis of the strategic alignment of CAF operations, and the prioritization of defence activities and relationships to support ADM(Pol) in the development of the Global Engagement Strategy (GES), which will help to prioritize CAF engagement internationally. Frame any potential and/or new international commitments through the lens of reconstitution;
       3. In collaboration with ADM(Pol), work with force employers to refine the strategic level mission review process and to inform options for mission renewals aligned to reconstitution priorities and objectives. Identify opportunities to draw down missions which no longer sufficiently support strategic objectives and/or re-scope commitments to include deployment of formed units rather than multiple mid-level leadership personnel;
       4. IIn collaboration with force employers and in support of ADM(Pol), use the review of FP&R to inform strategic prioritization and decision making, and support ADM(Pol) in the development of the Defence Policy Update to enhance the CAF’s operational footprint against current and emerging threat streams, while generating capacity savings that can be reinvested elsewhere;
       5. Socialize the CAF Reconstitution plan and associated staff demand with other government departments, with a view to minimizing future demand on limited CAF staff capacity;
       6. Draft updated FP&R direction that reflects the revised force employment outputs and readiness expectations of the CAF as a product of reconstitution planning; and
       7. Review with the force generators task management processes to ensure the disciplined alignment of tasking authorities at all echelons with CAF focus areas/priorities and reconstitution objectives.
    7. RCN/CA/RCAF
       1. Contribute to the SJS-led review of FP&R with a view to identifying the force employment outputs that are no longer realistic given priorities, assigned resource levels, and personnel staffing;
       2. Until centralized recruit training can meet intake requirements, continue to resource, support, and prioritize the conduct of D-BMQ training IAW ref B;
       3. Where possible, create efficiencies in service managed occupations by combining BMQ and Developmental Period 1 (DP1);
       4. Prioritize staffing of all training establishments and bases/wings directly supporting these training establishments to ensure personnel generation objectives are met, while also reducing the requirement for incremental augmentation. Optimize training to OFP by reducing wait times between courses;
       5. Consolidate/amalgamate CAF bands where possible and reinvest capacity savings towards reconstitution efforts;
       6. Identify opportunities to employ Reserve Force members in support of the strategic objectives; and
       7. Provide requests for temporary and emergency establishment changes to VCDS to enable reconstitution efforts directly related to the Grow the CAF and Modernize Military Personnel Management System LOEs.
    8. ADM(Pol)
       1. Facilitate the alignment of CAF Reconstitution with strategic initiatives, such as the Defence Policy Update, Continental Defence, and mission renewals.
       2. In coordination with VCDS and SJS, conduct a Defence Diplomacy Program review as well as a NATO and OUTCAN commitment and support review to identify potential opportunities for amalgamation and efficiencies;
       3. Advise SJS and force employers in the analysis of the strategic alignment of CAF operations, and the prioritization of defence activities and relationships to inform the GES, which will help to prioritize CAF engagement internationally. Analyze any potential and/or new international commitments through the lens of reconstitution, amongst other factors; and
       4. Advise SJS and force employers to refine the strategic level mission review process and to inform options for mission renewals aligned to reconstitution priorities and objectives. Identify opportunities to draw down missions which no longer sufficiently support strategic objectives and/or re-scope commitments to include deployment of formed units rather than multiple mid-level leadership personnel; and
       5. Continue to lead engagement with other government departments, central agencies, and Cabinet where necessary in the achievement of the tasks above.
    9. ADM(Mat)
       1. Support the VCDS and Chief Financial Officer (CFO) in analyzing options to achieve greater flexibility with regards to the use of Vote 1 funding (NP and Operations and Maintenance) for contractor support to relieve pressure on FG activities and for the hiring of external support resources to relieve pressure on the CAF during the personnel generation effort; and
       2. In conjunction with VCDS, ADM(Fin), sponsors and implementers, further optimize internal mechanisms within the control of the Defence Team to further accelerate and streamline project approval process and governance, and endeavour to influence external processes, where appropriate, to achieve the same objective of reducing internal staffing efforts.
    10. ADM(PA)
        1. Act as the overall communications lead in relation to CAF Reconstitution;
        2. Develop a communications plan for reconstitution efforts;
        3. Coordinate and synchronize PA activities and communications efforts with LOE leads in support of an active PA approach;
        4. Work closely with designated supported Commands to ensure communications efforts are aligned;
        5. Coordinate an internal communications approach to ensure Defence Team members are aware of the LOEs;
        6. Develop PA products that include Media Lines and a narrative that could be used by LOE leads in their communications efforts, including advertising in support of Op GENERATION; and
        7. Coordinate and synchronize outreach and stakeholder engagements with LOE leads.
    11. ADM(Fin)/CFO
        1. Support LOE leads in the overall reconstitution agenda;
        2. Analyze options to achieve greater flexibility with regards to the use of Vote 1 funding for contractor support to relieve pressure on FG activities and for the hiring of external support resources to relieve pressure on the CAF during the personnel generation effort; and
        3. In conjunction with VCDS, ADM(Mat), sponsors and implementers, further optimize internal mechanisms within the control of the Defence Team to further accelerate and streamline project approval process and governance, and endeavour to influence external processes, where appropriate, to achieve the same objective of reducing internal staffing efforts.
    12. ADM(HR-Civ)
        1. For those capabilities that must be retained by Defence and can be transferred from CAF to DND employee responsibility, conduct an analysis of the tasks and establish all human resources requirements;
        2. Identify and develop specific human resources and people management support tools, solutions, and services across all disciplines that respond to the unique needs of military managers;
        3. Collaborate with VCDS/DGDS to devise ways to accelerate the issuance of security clearances to DND employees; and
        4. Collaborate with CMP to develop a complimentary Future of Work Framework to guide public service employment, including postings and remote work.
    13. ADM(RS)
        1. Analyze relevant reviews, Memorandums to Cabinet, or Treasury Board Secretariat submissions to ensure the findings of past audits and/or evaluations are accurately reflected and incorporated; and
        2. Monitor the progress of the implementation of the CAF Reconstitution directive on a regular basis to provide oversight and assurance on its timely implementation.
14. Coordinating Instructions
    1. Key dates and timings
       1. NLT APS 2022. CMP in collaboration with the Services to identify priority staffing requirements in support of the Grow the CAF and Modernize Military Personnel Management System LOEs, and using inputs from all L1s on individuals best suited to this effort undertake a process to build a fully resourced personnel generation program.
       2. NLT Fall 2022. VCDS in collaboration with SJS and ADM(Pol) to conduct a Defence Diplomacy Program review as well as a NATO and OUTCAN commitment and support review for implementation in APS 2023.
    2. Public Affairs (PA) Approach.
       The PA approach will be active. Due to the strategic implication of this Directive, ADM(PA) will be responsible to provide the overall communications guidance to planned communications activities.

Concept of Support

15. Finance
    L1s are to fund all expenditures associated with this directive within the constraints of funding approved (by Vote and Account) through the BP cycle, using internal financial coding and funding.

16. Personnel.
    Supported Commanders will assemble the required teams, drawing specialist support from across the Defence Team as appropriate. L1s will prioritize these efforts and provide necessary support.

Command

17. Supported L1s
    1. Grow the CAF and Modernize Military Personnel Management System: CMP/Comd MPC; and
    2. Recalibrate Operations and Commitments: Comd CJOC and Comd CANSOFCOM.

18. Offices of Collateral Interest (OCI)
    DOS SJS, ADM(Pol), ADM(HR-Civ).

19. SJS POCs 
    1. MGen Paul Prevost, SJS Director of Staff, 613-992-1551;
    2. Col Shawn Guilbault, SJS Director Plans North America, 613-901-9281; and
    3. Chris Charron, EM Section Head, 613-904-5824.

Annex A – Glossary – Lexicon

CDS/DM Directive for CAF Reconstitution

Glossary – Lexicon

1. Talent management
   The attraction, selection, and retention of employees, which involves a combination of human resource (HR) processes and the overall Journey that a CAF member undergoes. CAF talent management encompasses workforce planning, engagement, recruitment, onboarding, learning and development, performance management, succession planning, and retention.
2. Digitalization
   The conversion of business processes to the use of digital technologies, instead of analogue or non-networked systems such as paper or whiteboards. Digitalization will enable the Defence Team to automate certain business practices and tasks, leverage modern technologies to improve resource management, and facilitate more efficient and rapid decision making.
3. Reconstitution
   The measures taken to restore the institution, formation, unit, and/or individual to an acceptable level of readiness.
4. Modernization
   Modernization is aimed at improving the institution’s operational capability to respond to threats in the current and future operating environment, while simultaneously advancing critically important changes to culture.
5. Knowledge Worker
   A knowledge worker, for the purpose of this directive, is a worker whose main capital is knowledge, typically contrasted with work that is primarily physical in nature. As such, a knowledge worker may not require to be physically present at a workplace, as the majority, if not all, duties can be performed remotely.

Distribution List

Action

• VCDS
• DCDRNORAD
• SJS DOS
• Comd RCN
• Comd CA
• Comd RCAF
• Comd MILPERSCOM
• Comd CJOC
• Comd CFINTCOM
  Comd CANSOFCOM
• Comd CPCC
• JAG
• CANMILREP NATO
• DComd JFC Naples
• ADM(DIA)
• ADM(Pol)
• ADM(Mat)
• ADM(Fin)/CFO
• ADM(IE)
• ADM(HR-Civ)
• ADM(IM)
• ADM(DRDC)
• ADM(RS)
• ADM(PA)
• DND/CFLA
• Corp Sec
• SJS DGO/DGP

Information

• MND
• Senior Assoc DM