CDS/DM Directive 002 CAF Reconstitution

References

1. CDS/DM Directive for CAF Reconstitution, 22 Sep 22
2. Our North, Strong and Free: A Renewed Vision for Canada’s Defence, 8 Apr 24
3. CAF Military Personnel Planning Framework, 25 Mar 24 (accessible only on the National Defence network)
4. CDS Letter Focus Areas, 7 Feb 23
5. CDS Directive 004 for Op REASSURANCE, 28 Aug 19
6. CDS Force Posture and Readiness 2023/24, 11 Aug 23 (accessible only on the National Defence network)
7. DND/CAF Global Engagement Strategy, Draft
8. Culture Evolution Strategy, 6 Oct 23
9. National Defence Strategy, Draft
10. CDS/DM Implementation Directive NORAD Modernization, 2 Feb 23
11. Digital Campaign Plan, 10 Jun 22
12. DND/CAF Operational Sustainment Modernization Strategy, 22 Nov 22
13. Project Approval Directive, 8 Sep 23 (accessible only on the National Defence network)
14. Defence Real Property Portfolio Strategy, 2 Aug 22
15. DND/CAF L1 Revised ARAs
16. Concept for the Future Force (CFF) v1.0, 1 Feb 23
17. Force Capability Plan (FCP) 1.0, Mar 23
18. Defence Team Human Resources Strategy, Dec 19
19. Enabling Full- time Capability through Part-time Service: A New Vision for the Reserve Force, Sep 23
20. VCDS Organization and Establishment Directive, 28 Jun 23
21. VCDS/C Prog Cloud-based database - CAF Reconstitution Task System of Record (accessible only on the National Defence network)

• Applicability
• General
• Problem Definition
• Assumptions

Situation

1. Applicability. This directive builds on the work begun under our previous directive issued in Sep 2022 at Ref A. The main effort to reconstitute the CAF will continue to be accomplished via two phases that span until at least 2030: Recover and Rebuild. This effort remains firmly aimed at ensuring that the strength of the CAF achieves the desired staffing levels of 71,500 (Regular Forces) and 30,000 (Primary Reserve) as directed in Strong, Secure, and Engaged (SSE). This was reinforced in the new Defence Policy, Our North, Strong and Free: A Renewed Vision for Canada’s Defence (ONSAF) at Ref B, which identified a number of measures in Supporting Our People. Specifically, Defence will:
   1. To achieve the intent expressed in ONSAF, modernize recruitment processes including the creation a probationary period (using internal CAF mechanisms) to enable the faster enrolment of applicants, streamline the security clearance process, and take new steps to re-evaluate medical requirements;
   2. Reform military personnel management;
   3. Establish a Canadian Armed Forces Housing Strategy, rehabilitate existing housing and build new housing; and
   4. Invest in additional supports for military families, including by investing in affordable childcare.
2. Throughout the last year, a number of tasks directed at Ref A were completed, with others progressing to greater or lesser effect in achieving the strategic objectives. Progress has been made across both the ‘Recover’ and ‘Rebuild’ phases introduced in the previous scheme of manoeuvre, and numerous initiatives have been undertaken across Defence in pursuit of the Reconstitution mission. L1s have conducted a series of planning groups to examine the progress made to date, and to develop options for ensuring continued progress of CAF Reconstitution. Although many of the situation conditions identified in the previous directive remain extant, successful CAF Reconstitution will continue to require periodic renewing of effort and a refocused approach, as stipulated at para 1 of Ref A. While a number of execution tasks remain ongoing, this directive is intended to assume those efforts into the evolving body of work and consequently replaces and supersedes the direction at Ref A.
3. General. In the wake of the COVID-19 pandemic, the impeded strategic intake of personnel, and severe limitations to our ability to deliver training all conspired to sharply reduce the level of experience and expertise within the CAF. Since that time, notwithstanding that applicant numbers have risen above historical norms since Nov 2022 and the number of applications has generally rebounded, we have not yet observed a corresponding rise in enrollment numbers, but remain cautiously optimistic.
4. CAF Reconstitution affects the entire Defence Team, requiring the support of all L1s. Through an analysis from a series of working groups that occurred in fall 2023, a set of themes have been developed in which L1s have been designated as the supported L1 to achieve the overall effects required within CAF Reconstitution. Each theme encompasses a number of activities all directly or indirectly aimed at growing the CAF. While some themes directly focus on Growing the CAF within Reconstitution, other themes advance supporting effects which are essential to track in order to both implement CAF Reconstitution and to allow leadership to monitor both the progress and effectiveness of our efforts. To increase support to CAF decision-making for the best use of HR as a strategic capability, the CAF Military Personnel Planning Framework (CAF MPPF) at Ref C was promulgated on 25 Mar 24. The MPPF provides a frame by which the CAF will plan our specific and collective military personnel capability initiatives to meet immediate Reconstitution requirements and guide future objectives. The desired effect is integrated and coordinated planning across the organization that supports decisions for the best use of military personnel capability to optimize readiness.
5. In Feb 2023, the CDS issued his four focus areas (Ref D), or lines of effort, necessary to rebuild our readiness and the CAF (Reconstitution, Operations, Culture, and Modernization). These focus areas, with the addition of a fifth focus area of ‘Institutional Optimization' now comprise the five CAF/DND Lines of Effort directed by the CDS and DM, endorsed at the L1 retreat held in Oct 23. These focus areas are not presented as hierarchical priorities, but rather as mutually supporting and intended to progress in parallel. CAF Reconstitution sets the conditions for other Lines of Effort to progress and vice versa. As such, this directive will re-scope the efforts of recovering and rebuilding and focus on growing the CAF, while identifying and tracking supporting effects in other focus areas that directly enable Reconstitution:
   1. Operations. The CAF continues to deliver excellence in operations at home and abroad. Following Ref A, CJOC and CANSOFCOM, supported by SJS and ADM(Pol), conducted a review of operational commitments and recalibrated operations, reducing where possible while still achieving the strategic objectives set by the Government of Canada (GC). Over the past year, the GC announced an increased presence under Op REASSURANCE, directed at Ref E, and the Indo-Pacific Strategy, which sees an overall increase of our operational outputs. Accordingly, SJS, Force Employers, and Services are aligning and directing CAF capacity with priority operational outputs through a reinvigorated Force Posture and Readiness (FP&R) framework (Ref F) and informed by the draft Global Engagement Strategy (Ref G). This will consider operational opportunities against specific criteria (to include sustainability, strategic alignment, value, and impact on strategic alliances) so as to inform strategic prioritization, decision making, and enhance the CAF’s operational footprint against current and emerging threat streams. Force generation conferences and the FP&R process will be the mechanisms to report readiness and iteratively recalibrate operational commitments. For the Reserve Force, operational readiness requires efforts to better situate the Primary Reserve to both meet augmentation needs while becoming resourced to deliver capabilities integrated into FP&R.
   2. Culture. Operational effectiveness is heavily reliant on teamwork, trust, and cohesion. Evolving our culture is critical to Reconstitution to ensure inclusive and effective teams. CAF members who are both valued and enabled, will themselves directly support attraction, recruitment, and retention efforts. For members of the Reserve Force, it is equally important to recognize the dual nature of their career aspirations and the need to embrace the needs of both their civilian and military institutions. In fall 23, Chief, Professional Conduct and Culture (CPCC) issued the Culture Evolution Strategy (Ref H) which unifies the multitude of culture evolution efforts already underway across the Defence Team, including the measures we are taking in response to external reviews. As the functional authority for aligning Defence culture, CPCC will provide functional guidance, support and oversight for the implementation of the strategy, mindful that all organizations and all members of Defence have a responsibility to contribute to positive change. CPCC will report progress as it continues to advance conduct and culture related initiatives.
   3. Modernization. A number of initiatives are setting the conditions to modernize the CAF to ensure future relevance (Refs J to R). These efforts are critical to set the conditions for CAF Reconstitution. For instance, modernizing equipment is critical to deliver the right capabilities and enablers to the CAF to address our ever-evolving security threats as well as retain the force. In addition, leveraging digital transformation and data-driven processes modernizes the way we recruit and support retention through modernization of personnel management systems. Initiatives such as NORAD Modernization, Operational Sustainment Modernization Strategy, Strengthening the Digital Backbone and Defence Real Property Portfolio Strategy are improving the capabilities and enterprise, which ultimately helps build and retain the force. In all cases, this must be applied to both components of the CAF. For the Reserve Force, this includes placing equal emphasis on supporting future needs for the CAF and enabling fully agile, flexible, responsive and digitized forces in reserve to address uncertain and evolving threats that occur at scale.
   4. Institutional Optimization. This LoE will look at organizational design and senior departmental governance, streamlining Authorities, Responsibilities, and Accountabilities (ARAs), establishing a guiding hierarchy of documents, eliminating barriers to implementation and improving delivery of strategic effects. Underlying each of these elements is a renewed approach to risk management, and ensuring unified execution of departmental directives.
6. Problem Definition. The problem, as defined at Ref A, has not diminished, either in scope or in magnitude. The cumulative effects of nearly a decade of reduced intake and retention, the CAF’s increased commitment to domestic operations, the negative effects of the COVID-19 pandemic, and a culture crisis all continue to impede the efforts of Defence in fielding a force capable of delivering the strategic effects directed by the GC. Analysis conducted by L1s tasked to effect Reconstitution as well as collectively via numerous Strategic Operational Planning Groups reveals that progress in virtually every aspect is challenged by deep interdependencies across L1s. This analysis also confirms that no single Defence organization can achieve successful outcomes in their functional areas without sustained, prioritized, and often direct support from other L1s. The cross-cutting character of these challenges also ensures that successful outcomes in CAF Reconstitution are undoubtedly dependent on significant and simultaneous progress in the other Focus Areas.
7. Assumptions. The following assumptions enable planning:
   1. Even with more than 18 months of concerted effort, and the implementation of significant changes in the recruitment process, the CAF continues to be challenged with respect to attracting recruits and meeting its objectives defined in the strategic intake plan and retaining members in certain rank-occupation combinations. Modernization of the military personnel management system is a necessary condition to improve this situation;
   2. Rebuild the CAF to of its authorized size of 101,500 military personnel, comprised of 71,500 Regular Force, 30,000 average paid strength (APS) Primary Reserve Force members. This will take time and require an all-hands approach. To lay the foundations for future growth of the CAF and to implement current and future capabilities, the CAF will incorporate an additional 14,500 personnel in its force structure as a planning assumption. CAF growth beyond its current size will require future government authority;
   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 and retaining talent;
   4. Opportunities to partner with Canadian industry to build additional capacity in unique and innovative ways will continue to present themselves, as outlined in Ref S;
   5. The level of domestic operational commitments will likely remain constant or increase, affecting both CAF readiness and Reconstitution efforts through demands on personnel. Accordingly, Defence must 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. There is opportunity to examine a renewed approach to how our operational capabilities may be apportioned between higher and lower readiness (by the Regular and Reserve Force). Wholly equipped and resourced capabilities held in reserve can, in part, relieve the pressure on capacities in higher-readiness forces, as envisioned and articulated in SSE, Refs B and S.

• Mission
• Concept of Operations
• Tasks
• Coordinating Instructions

Mission

8. The Defence Team will reconstitute the CAF to ensure its ability to deliver strategic effects directed by the GC now and into the future.

Execution

9. Concept of Operations
   1. CDS/DM Intent. Keeping the momentum from our initial launch of CAF Reconstitution, we will concentrate our efforts on growing the CAF, both Regular and Reserve Forces, in order to continue to recover and subsequently rebuild the CAF strength to a more modernized structure fit for the Future Operating Environment. We will refocus the three previous CAF Reconstitution Lines of Effort (grow the CAF, modernize the MPMS, and recalibrate operations) into one main effort, that of rebuilding our personnel strength by concentrating on recruiting, retention, and modernizing our military personnel system. Acknowledging the interdependencies across all our key priorities, we will ensure continued support to other strategic efforts directed at Modernization, Culture Change, and support to Operations for both the Regular and Reserve components of the CAF. As CAF Reconstitution remains a Defence priority, a number of tasks have been identified as high-priority. L1s shall first prioritize resources in support of CAF Reconstitution towards these high priority tasks. As available, L0 will prioritize additional funding in support of these efforts as funding becomes available.
   2. Strategic Objective. Grow the CAF to achieve the end strength directed by GC policy, with a trained effective strength (TES) necessary to meet GC assigned missions.
   3. Scheme of Manoeuvre. The objective to reconstitute the CAF will continue to be accomplished via two general phases intended to span an extended period through 2030: Recover and Rebuild. The Recover phase remains firmly aimed at ensuring that the strength of the CAF moves towards an upward trend to the desired staffing levels of 71,500 (Regular Forces) and 30,000 APS (Primary Reserve). The Rebuild phase runs concurrently to the Recover phase and is focused on building the future force to deliver strategic effects and ensure readiness, resilience, and relevance for the Future Operating Environment (Refs P and Q).
   4. Focusing on the more immediate Recover Phase, Reconstitution will advance along ten themes, which are comprised of an evolving list of discrete initiatives and activities, with disparate but often shared responsibilities, ultimately supporting the overall main effort of achieving the targeted growth. L1s designated as Theme leaders are assigned overall responsibilities for the accomplishment of the theme, while other L1s will be in support. L1 roles and responsibilities are further detailed in para 10 and at Ref U. The reconstitution themes, with all associated subsidiary tasks, will be tracked and coordinated by Chief of Programme (C Prog) / Director of Strategic Coordination (DSC).  These themes in their current form are listed below, with the lead or supported organization tasked for their overall implementation, coordination, and progress reporting. These consist of:
      1. Theme 1 – Increase Personnel Generation by attracting and recruiting military personnel – CMP;
      2. Theme 2 – Optimize Security Clearance Processing - VCDS Gp/DGDS;
      3. Theme 3 – Manage and Retain Military Personnel – CMP;
      4. Theme 4 – Improve Military Personnel Digital Enterprise and Support – CMP;
      5. Theme 5 – Increase, Optimize, and Retain Civilian HR – ADM(HR-Civ);
      6. Theme 6 – Operationalize New Vision for the Reserve Force – VCDS/C Res;
      7. Theme 7 – Enable recruitment and retention through improved Culture (Culture Evolution Strategy) – CPCC;
      8. Theme 8 – Strategically recalibrate force employment levels and integrate strategic campaigning in line with the Defence mandate to align with the GC Priorities – SJS/ADM(Pol);
      9. Theme 9 – Optimize the Institution including Force Structure to meet the needs of the Future Force and to remove obstacles to advance Reconstitution – VCDS; and
      10. Theme 10 – Leverage Digital Transformation and Data-Driven Processes to maximize Reconstitution efforts – ADM(DS).
   5. Main Effort. Achieve CAF targeted growth, noting that this outcome is contingent on progress along the articulated themes.
   6. End State. CAF Reconstitution will be assessed as complete when the CAF achieves personnel strength of 71,500 (Regular Forces) and 30,000 APS (Primary Reserve), fit for the future operating environment as directed across Strong, Secure, Engaged.
   7. 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.
   8. Acceptable Risks. To successfully progress the reconstitution objectives, there will be a requirement to accept some level of risk in processes. CDS and DM will accept higher levels of risk when advancing CAF Reconstitution except in the cases tied to explicit regulatory and statutory requirements. Theme 9 will explore, with FAs, all possibilities for further Delegations that accelerate Reconstitution.
      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;
      2. Level 1 leaders and functional authorities will push decisions to the lowest appropriate level through their orders, directives and/or delegation instruments, and will accept the fullest possible risk within the parameters in the Defence Enterprise Risk Management Policy;
      3. The CAF will continue to explore and implement measures to maximize the retention of needed expertise for members with medical employment limitations, in a manner consistent with the Universality of Service policy;
      4. Defence must optimize operational tempo and rebalance outputs to prioritize areas of increasing strategic relevance and create capacity for reconstitution efforts;
      5. 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
      6. Where possible, the CAF will reduce collective training activities as directed by Force Generators to prioritize individual training to increase Trained Effective Strength (TES). FG commanders will advise the CDS on the impact of associated reduction in readiness levels using a risk-based approach.
   9. Constraints
      1. Identify inefficiencies and opportunities to reduce or streamline processes and low value staff activities and divest activities and tasks. L1s must be aggressive in accepting risk associated with 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 (e.g., including this in corporate performance objectives in the performance management process);
      2. As part of the positional ‘clean-up,’ directed at Ref T, 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. Ensure all TES personnel are placed into a singular Trained Effective Establishment (TEE) position;
      3. Reduce the demand for increased frequency/intensity of reporting, noting it detracts capacity from execution of core mandates;
      4. Maximize the use of digital and automated tools to reduce demands on workforce and reporting requirements. This approach must update and streamline associated processes and policies to adapt to the use of technology, and to remove obsolete and redundant processes and policies where appropriate; and
      5. Ensure prioritization 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.
10. Tasks. The complete list of tasks are identified in the System of Record in the VCDS/C Prog online cloud-based database (Ref U). Listed in this directive are the designated Theme leads and the 14 most important and urgent tasks for CAF Reconstitution:
    1. Common to all L1s
       1. L1s are responsible for keeping the electronic database data at Ref U as current as practicable, and as directed to support Director General Strategic Coordination Committee (DG SCC) to update L0/L0.5 governance;
       2. Prioritize staffing of all training establishments and bases/wings directly supporting these training establishments to ensure personnel generation objectives are met and reduce the requirement for incremental augmentation. Optimize training to OFP by reducing wait times between courses;
       3. Support CFRG initiatives including maximizing efforts to attract people to join the CAF and contributing to the 100% filling of CFRG, CFLRS, and CMCs' approved positions;
       4. Monitor the progress of the implementation on a regular basis to provide oversight and assurance of its timely implementation;
       5. Implement the CAF TG Op Order for the Return to Duty Program;
       6. Provide recommendations on how readiness levels can be lowered to include an assessment of Individual Battle Task Standards (IBTS). Evaluate capacity savings versus operational impact;
       7. Contribute to refinement of the evergreen meta-narrative, with particular emphasis on People-related themes; and
       8. Support CMP with HR digitalization efforts.
    2. VCDS
       1. Supported L1 for Theme 2 – Optimize Security Clearance Processing (DGDS);
       2. Supported L1 for Theme 6 – Operationalize the New Vision for the Reserve Force (C Res);
       3. Plan and execute efforts across the Defence Team to engage and retain highly skilled, flexible and operationally ready reservists (IAW Ref S) (C Res);
       4. Supported L1 for Theme 9 – Optimize the Institution including Force Structure to meet the needs of the Future Force and to remove obstacles to advance Reconstitution (VCDS);
       5. Track, coordinate and synchronize CAF Reconstitution implementation efforts to ensure that the leadership has an understanding of the progress of the entire Defence Team effort, including the maintenance of the CAF Reconstitution Implementation Database and formal reporting to Executive Governance Committees (C Prog);
       6. Ensure that Reconstitution is measured through the Departmental Plan, Departmental Results Framework, and Departmental Results Indicators (C Prog); and
       7. In close coordination with the Services and CMP, prioritize staffing to ensure that CMP is adequately staffed to execute Reconstitution (C Prog).
    3. CMP
       1. Supported L1 for Theme 1 – Increase Personnel Generation by attracting and recruiting military personnel to meet or surpass Strategic Intake Plan (SIP) numbers;
       2. Supported L1 for Theme 3 – Manage and Retain military personnel;
       3. Supported L1 for Theme 4 – Modernize Military Personnel Enterprise including Military Pay System and HR applications; and
       4. Explore and examine the feasibility of a program to appoint military Personnel on Retention to civilian term positions, including the development of a program if deemed warranted.
    4. CPCC
       1. Supported L1 for Theme 7 - Enable recruitment and retention through improved Culture; and
       2. Collaborate with CMP and other L1s to ensure that all CAF personnel generation efforts are empowered by priority culture change efforts.
    5. SJS
       
       1. Supported L1 for Theme 8 – Strategically recalibrate force employment levels and integrate strategic campaigning in line with the Defence mandate to align with the Government of Canada Priorities; and
       2. Align and direct whole-of-CAF capacity with priority operational outputs through reinvigorated FP&R framework.
    6. ADM(Pol)
       1. Supporting L1 for Theme 8 with SJS – Strategically recalibrate force employment levels and integrate strategic campaigning in line with the Defence mandate to align with the Government of Canada Priorities; and
       2. Support CMP in strategic narrative for People Reconstitution Retention Initiatives.
    7. ADM(PA)
       1. Act as the overall communications lead and develop the Communications Plan for CAF Reconstitution.
    8. ADM(HR-Civ)
       1. Supported L1 for Theme 5 – Increase, Optimize, and Retain Civilian HR.
    9. ADM(RS)
       1. Include CAF Reconstitution in the Risk-Based Audit Plan and the Departmental Evaluation Plan.
    10. ADM(Fin)
        1. Support CMP in achieving People Reconstitution Retention Initiatives.
    11. ADM(DS)
        1. Supported L1 for Theme 10 – Leverage digital transformation and data-driven processes to maximize reconstitution efforts.
    12. Tasks to be advanced when funding is available. The following tasks have been identified as High-Priority and must be prioritized for advancement with existing resources assigned to CAF Reconstitution activities and further advanced when additional funding is provided.
        1. IAW the Independent External Comprehensive Review recommendation 20, restructure and simplify recruitment, enrolment, and basic training processes to significantly shorten the recruitment phase and create option space to allow assessment during a possible probationary period (CMP);
        2. Prioritize personnel and contracting capacity to support evidence-based recruiting and retention initiatives via the research programme (CMP);
        3. Support the modernization of the Military Personnel Management System, facilitating a contract with a subject matter expert (CMP);
        4. Implement ASAP a CAF pay solution that is modern, scalable and integrated within CAF's current pay, compensation, and benefits policies, ensuring that CAF members continue to receive their pay in a manner simplified for users and administrators (CMP);
        5. Optimize security clearance processing: eliminate backlog, and reduce processing time (DGDS);
        6. Replace Security Clearance Processing System with a modernized data-enabled and automated platform to increase processing speed (DGDS);
        7. Cohere and align Conduct and Culture-related training and education to support CAF recruitment and retention efforts (CPCC);
        8. Ensure national procurement prioritizes acquisition of CAF uniforms and equipment for recruits (ADM(Mat));
        9. Implement Time to Staff  Project (ADM(HR-Civ)); and
        10. Continue to support CAF Reconstitution initiatives through a flexible and responsive acquisition approach for Defence materiel and services (i.e. establish PG academy) (ADM(Mat)); and
        11. Working with L1s, expedite digital transformation efforts that directly affect CAF Reconstitution (DSG).
11. Coordinating Instructions
    1. Key dates and timings. Supported L1s will report back in accordance with the governance framework identified below.
    2. Theme Leads. Supported L1s for each Reconstitution Theme will assemble the required teams, drawing specialist support from across the Defence Team as appropriate. L1s in a supporting role for themes will prioritize these efforts and provide support.
    3. Public Affairs (PA) Approach.
       The PA approach will be active. Due to the strategic implication of this directive, L1 leads will be supported by ADM(PA). ADM(PA) will also develop a communications plan to be issued separately.

• Finance
• Governance
• Theme Lead POCs

Concept of Support

12. Finance. To advance CAF Reconstitution, this directive identifies 14 high-priority tasks, of which some tasks will be achieved through internal L1 resources whereas others require additional funding (para 10.l). As CAF Reconstitution is a Defence priority, L0 will prioritize accordingly through Business Planning allocations and quarterly returns to enable L1s to pursue these items as funding becomes available.

Command

13. Governance
    1. Each Theme Lead (supported L1) will conduct working groups to advance, synchronize, and assess progress on a regular basis and report back to the DG SCC;
    2. Led by C Prog / DG Defence Force Planning (DG DFP) and the DSC, DG SCC will meet on a quarterly basis to track the progress of CAF Reconstitution (tasks and key performance indicators); and
    3. DG DFP will coordinate with the L1 Theme Leads a bi-annual report to L0.5 Governance (DMA, VCDS, and CFO) as required and to L0 governance (Defence Strategic Executive Committee, Defence Management Committee, Armed Forces Council), or others as directed by CDS and DM.
    4. An action-oriented, senior level steering committee will be established to focus exclusively on modernizing the Recruiting enterprise, coordinating implementation efforts, and regularly monitoring progress. This steering committee will be co-chaired by DMA and CMP.
14. Theme Lead POCs
    1. VCDS
       1. BGen T.M. Arsenault, COS VCDS;
       2. Cmdre J.J. Hutchinson, DGDFP;
       3. BGen L.S.J. Cox, DGDS;
       4. BGen S.D. Bindon, C Res DGRFSI;
       5. Col S.G. Racle, DCoord DVCDS;
       6. D.R. Hart, DSC;
       7. LCol K.A. Carr, DSC 4.
    2. CMP/Comd MPC POCs
       1. MGen J. Major, DGMP Strat;
       2. Col Pat Locatelli, D Mil WP.
    3. SJS POCs
       1. BGen N. Pilon, DGSER;
       2. Col S.A. Guilbault, DPNA.
    4. ADM(HR-Civ) POCs
       1. B. Champoux, DG HR SD;
       2. B. Williams, DCHRCS.
    5. CPCC POCs
       1. BGen P.A Lockhart, DCOS;
       2. Col D.G. Adams, COS Ops & Plans.
    6. DSG POCs
       1. J. Schofield, DG DAIM;
       2. LCol J. Gilbert, DDPDI Data Policy Manager.

Distribution List

Action

• VCDS
• SJS DOS
• Comd RCN
• Comd CA
• Comd RCAF
• Comd MILPERSCOM
• Comd CJOC
• Comd CFINTCOM
• Comd CANSOFCOM
• Comd CPCC
• JAG
• ADM(DSG)
• ADM(Pol)
• ADM(Mat)
• ADM(Fin)/CFO
• ADM(IE)
• ADM(HR-Civ)
• ADM(DRDC)
• ADM(RS)
• ADM(PA)
• DND/CFLA
• Corp Sec

Information

• DCDRNORAD
• CANMILREP NATO
• DComd JFC Naples