Evaluation of Canadian Forces Liaison Council and Employer Support Program

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Assistant Deputy Minister (Review Services)

ADM(Fin): Assistant Deputy Minister (Finance)
ADM(IM): Assistant Deputy Minister (Information Management)
ADM(PA): Assistant Deputy Minister (Public Affairs)
ADM(RS): Assistant Deputy Minister (Review Services)
CAF: Canadian Armed Forces
CAF LA: Canadian Armed Forces Legal Advisor
CDS: Chief of the Defence Staff
CEO: Chief Executive Officer
CERP: Compensation for Employers of Reservists Program
CFLC: Canadian Forces Liaison Council
CMP: Chief of Military Personnel
CRES: Chief of Reserves and Employer Support
DGE: Director General Evaluation
DGMPRA: Director General Military Personnel Research and Analysis
DND: Department of National Defence
ESDC/SC: Employment and Social Development Canada/Service Canada
FY: Fiscal Year

HR: Human Resources
JOPG: Joint Operational Planning Group
JPL: Job Protection Legislation
L1: Level One
LO: Liaison Officer
MND: Minister of National Defence
O&M: Operations and Maintenance
OCI: Office of Collateral Interest
OPI: Office of Primary Interest
QUEST: Questionnaire on Unit Employer Support Targets
RAP: Reserve Assistance Program
RLO: Regional Liaison Officer
RUSP: Reserve Unit Support Program
SOP: Standard Operating Procedure
SSE: Canada’s defence policy: Strong, Secure, Engaged
VCDS: Vice Chief of the Defence Staff
WG: Working group
WGH: With Glowing Hearts

Overall Assessment

CFLC Program activities fulfill an ongoing need to support DND/CAF priorities related to reservists
The CFLC Program increases awareness of the value and skills of reservists among Canadian employers and educators, and influences job protection legislation (JPL) across Canada
The CFLC Program appears to be efficient, with the exception of CERP which is not yet cost-effective due to low uptake levels
CFLC volunteers are key enablers of program delivery, but there is a need to clarify roles and responsibilities between DND/CAF and the volunteers
The CFLC Program does not systematically collect performance data necessary for program management and decision making

This report presents the findings and recommendations of the Evaluation of the Canadian Forces Liaison Council (CFLC) and its Employer Support Program^{Footnote 1} within the Department of National Defence (DND) and the Canadian Armed Forces (CAF). The evaluation was conducted by Assistant Deputy Minister (Review Services) (ADM(RS)) as a component of the DND Five-Year Evaluation Plan, in accordance with the Treasury Board Policy on Results (2016). The evaluation examined the relevance, effectiveness and efficiency of the CFLC Program for fiscal years (FY) 2014/15 to 2018/19. Evaluation methods included interviews, document and performance data review, review of financial information and field trips.

Program description

The CFLC is comprised of a civilian cadre of volunteer business leaders across Canada supported by a full-time DND/CAF Secretariat in Ottawa and a national network of senior reservists. The CFLC reports though the Chief of Reserves and Employer Support (CRES) to the Vice Chief of the Defence Staff (VCDS). The CFLC mandate is to enhance the availability of reservists for military duties by obtaining the support and cooperation of organizational leaders in Canada. The CFLC promotes the interests of Canada’s Reserve Force and seeks the voluntary support of civilian employers and educators by highlighting the benefits of reservist training and experience to the civilian workplace. This is achieved through the CFLC’s six core program activities: Executreks, Outreach, Awards and Recognition Program, Compensation for Employers of Reservists Program (CERP), Reserve Assistance Program (RAP), and Reserve Unit Support Program (RUSP). The CFLC also contributes to public policy development on issues related to the Reserve Force. Total expenditures for the CFLC Program were $1.5 million in FY 2018/19.

Relevance

The CFLC Program is uniquely positioned to support DND/CAF priorities related to reservists, and fulfills an important need to advocate on behalf of and promote the value of the Reserve Force to the Canadian public and raise awareness of the need to support reservists among civilian employers and educators. CFLC activities are aligned with departmental priorities and support the CAF’s new vision for the Reserve Force, which is to achieve full-time capability through part-time service, as outlined in Canada’s defence policy: Strong, Secure, Engaged (SSE). Evaluation evidence indicates that the CFLC Program’s design and mix of activities are appropriate and effective to achieve key program objectives. While there are programs outside of DND/CAF that contain similar components to the CFLC, these programs do not have the reach, means or authority to achieve the specific objectives set out by the CFLC’s mandate.

Performance

The CFLC Program contributes to enhanced engagement with public and private sectors. CFLC outreach activities, particularly Executreks, are perceived to be a useful tool for increasing awareness of the Reserve Force and the value and skills of reservists among Canadian employers and educators. In addition to its outreach activities, the CFLC Program has made extensive efforts to engage federal, provincial and territorial governments in developing JPL in support of reservists, and is currently involved in efforts to harmonize reservist-related legislative standards in all jurisdictions across the country. Additionally, the CFLC Program has contributed to the development of reservist policies among employers and educators, and continues to offer help in drafting and improving military leave policies.

CFLC Program engagement efforts may be affected by low levels of awareness of CFLC activities among reservists and their employers, as well as the capacity of personnel to plan and execute these events. The effectiveness of CFLC Program activities could be increased by enhancing communications and outreach efforts, including the development of a comprehensive communication strategy. Improvements are also required to ensure more purposeful, targeted and focused event planning and delivery, as well as increased guidance and training related to planning.

The CFLC Program appears to operate efficiently within its allocated budget, with the exception of CERP which is not yet cost-effective due to low uptake levels. While the CERP is perceived as an important and necessary program, the CERP administration costs exceed the amount issued to employers in grants. It should be noted that the value of volunteer contribution to the CFLC Program significantly enhances DND’s investment in the program. Moreover, CFLC Program delivery is largely dependent on its network of highly influential volunteers who use their extensive connections to bridge the gap between the military and the business community. However, the evaluation found that the structure of the relationship between the military and volunteer components requires review to ensure clarity of roles and responsibilities, better integration of volunteers within the CFLC Program, and adequate support for and communication with volunteers.

There is a gap in the CFLC Program’s data collection and performance measurement that may have impeded its efficiency and attainment of objectives. Lack of consistent data collection and analysis has resulted in challenges tracking program outcomes and informing decision making. While the CFLC Program has made attempts at improving its data collection, there is a pressing need to develop a comprehensive data collection and reporting strategy, and identify the tools required to monitor and assess the CFLC Program’s progress towards its intended results.

Key Findings and Recommendations

Table 1. Key Findings and Recommendations. This table provides a consolidation of report findings and recommendations.
Key Findings	Recommendations
Relevance
1. There is a continuing need for the activities provided by the CFLC Program as it is uniquely positioned to support DND/CAF priorities related to reservists.	-
2. The CFLC Program has an appropriate mix of activities to deliver on its key objectives of promoting knowledge about the value of the Reserve Force, helping ensure reservists have the time off they need, resolving conflicts, and recognizing employers and educators of reservists.	-
Effectiveness
3. Although CFLC Program activities contribute to engagement with public and private sectors, more focused event planning and delivery could improve their success.	1. Develop and implement a comprehensive data collection and maintenance/reporting strategy, identifying: a) the data required for program management and performance measurement; b) the IT requirements for these data; and c) the tools and processes required to monitor and assess the CFLC Program’s activities and progress towards its key intended outcomes in a systematic manner in order to support evidence-based planning, decision making and accountability. 2. Revise and update relevant policy, Standard Operating Procedures (SOP), guidance and training processes to ensure that CFLC Program’s engagement activities have clear objectives and identify appropriate target audiences, are planned effectively, and the personnel responsible for planning individual events are equipped with sufficient information and support to plan CFLC Program activities in a deliberate and targeted manner. 3. Develop a comprehensive communication strategy to: a) identify roles and responsibilities for public affairs, outreach and use of social media to meet the needs of the CFLC Program; and b) increase communication and collaboration with the rest of DND/CAF to improve program delivery.
4. The CFLC Program’s activities contribute to increased awareness of the Reserve Force and the value and skills of reservists among Canadian employers and educators; however, the CFLC Program’s communication and outreach efforts could be enhanced.	1. Develop and implement a comprehensive data collection and maintenance/reporting strategy, identifying: a) the data required for program management and performance measurement; b) the IT requirements for these data; and c) the tools and processes required to monitor and assess the CFLC Program’s activities and progress towards its key intended outcomes in a systematic manner in order to support evidence-based planning, decision making and accountability. 3. Develop a comprehensive communication strategy to: a) identify roles and responsibilities for public affairs, outreach and use of social media to meet the needs of the CFLC Program; and b) increase communication and collaboration with the rest of DND/CAF to improve program delivery.
5. The CFLC Program has meaningfully contributed to influencing JPL, and has contributed to the development of reservist policies among employers and educators.	-
Efficiency
6. Overall, the CFLC Program appears to be efficient with a few exceptions, such as the CERP, a new program which is not yet cost-effective due to low uptake levels.	3. Develop a comprehensive communication strategy to: a) identify roles and responsibilities for public affairs, outreach and use of social media to meet the needs of the CFLC Program; and b) increase communication and collaboration with the rest of DND/CAF to improve program delivery. 4. Re-assess the need for the DND/Employment and Social Development Canada (ESDC) Memorandum of Understanding on CERP to: a) expand CERP grant eligibility to employers whose reservist employees require extended leave for military training; and b) ensure administrative expenditures are appropriate in relation to anticipated grant expenditures.
7. The CFLC volunteer network is seen as an effective delivery tool for achieving CFLC Program objectives; however, the structure of the relationship between the military and volunteer components requires review to ensure clarity of roles and responsibilities, better integration of volunteers within the CFLC Program, and adequate support for and communication with volunteers.	5. Undertake a review to clarify roles and responsibilities between DND/CAF and CFLC’s National Council, and to identify ways to promote the renewal and expansion of the volunteer base.
8. Due in part to lack of technological capacity, the CFLC Program does not systematically collect sufficient data necessary for program management and decision making, including performance measurement data to report on long-term results.	1. Develop and implement a comprehensive data collection and maintenance/reporting strategy, identifying: a) the data required for program management and performance measurement; b) the IT requirements for these data; and c) the tools and processes required to monitor and assess the CFLC Program’s activities and progress towards its key intended outcomes in a systematic manner in order to support evidence-based planning, decision making and accountability.

Table 1 Details - Key Findings and Recommendations

Table 1 Summary:

This table represents the key findings and recommendations of the evaluation. There are two columns and 12 rows including titles and labels throughout the table. The columns are labelled ‘Key Findings’ and ‘Recommendations’ and the rows list the evaluation issues, the key findings for each issue, and if applicable, recommendation(s) corresponding to each key finding.

Under the evaluation issue of Relevance, there are two key findings. Neither has a recommendation associated with it.

Key Finding 1: There is a continuing need for the activities provided by the CFLC Program as it is uniquely positioned to support DND/CAF priorities related to reservists.

Key Finding 2: The CFLC Program has an appropriate mix of activities to deliver on its key objectives of promoting knowledge about the value of the Reserve Force, helping ensure reservists have the time off they need, resolving conflicts, and recognizing employers and educators of reservists.

Key Findings 3 to 5 are under the evaluation issue of Effectiveness. Key Findings 3 and 4 have associated recommendations.

Key Finding 3: Although CFLC Program activities contribute to engagement with public and private sectors, more focused event planning and delivery could improve their success.

Associated recommendations for Key Finding 3:

Develop and implement a comprehensive data collection and maintenance/reporting strategy, identifying: a) the data required for program management and performance measurement; b) the IT requirements for these data; and c) the tools and processes required to monitor and assess the CFLC Program’s activities and progress towards its key intended outcomes in a systematic manner in order to support evidence-based planning, decision-making and accountability.

Revise and update relevant policy, SOPs, guidance and training processes to ensure that CFLC Program’s engagement activities have clear objectives and identify appropriate target audiences, are planned effectively, and the personnel responsible for planning individual events are equipped with sufficient information and support to plan CFLC Program activities in a deliberate and targeted manner.

Develop a comprehensive communication strategy to: a) identify roles and responsibilities for public affairs, outreach and use of social media to meet the needs of the CFLC Program, and b) increase communication and collaboration with the rest of DND/CAF to improve program delivery.

Key Finding 4: The CFLC Program’s activities contribute to increased awareness of the Reserve Force and the value and skills of reservists among Canadian employers and educators; however, the CFLC Program’s communication and outreach efforts could be enhanced.

Associated recommendations for Key Finding 4:

Key Finding 5: The CFLC Program has meaningfully contributed to influencing job protection legislation, and has contributed to the development of reservist policies among employers and educators.

Key Findings 6 to 8 are under the evaluation issue of Efficiency. They each have associated recommendations.

Key Finding 6: Overall, the CFLC Program appears to be efficient with a few exceptions such as the CERP, a new program which is not yet cost-effective due to low uptake levels.

Associated recommendations for Key Finding 6:

Re-assess the need for the DND/ESDC Memorandum of Understanding on CERP to: a) expand CERP Grant eligibility to employers whose reservist employees require extended leave for military training; and b) ensure administrative expenditures are appropriate in relation to anticipated grant expenditures

Key Finding 7: CFLC volunteer network is seen as an effective delivery tool for achieving CFLC Program objectives; however, the structure of the relationship between the military to volunteer components requires review to ensure clarity of roles and responsibilities, better integration of volunteers within the CFLC Program, and adequate support for and communication with volunteers.

Associated recommendation for Key Finding 7:

Undertake a review to clarify roles and responsibilities between DND/CAF and CFLC’s National Council, and to identify ways to promote the renewal and expansion of the volunteer base.

Key Finding 8: Due in part to lack of technological capacity, the CFLC Program does not systematically collect sufficient data necessary for program management and decision-making, including performance measurement data to report on long-term results.

Associated recommendation for Key Finding 8:

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1.0 Introduction

1.1 Context for the Evaluation

This report presents the findings and recommendations of the Evaluation of the Canadian Forces Liaison Council (CFLC).^{Footnote 2} The evaluation was conducted in accordance with the Treasury Board Policy on Results (2016) and the DND/CAF Departmental Evaluation Plan.

The CFLC Program had not been subject to an ADM(RS) evaluation since 2002. In 2011, DND rendered the services of the Institute on Governance to conduct an independent review of the governance structure of the CFLC.

The work of the CFLC Program aligns with nine initiatives in SSE, which collectively represent a new vision for the Reserve Force to have full capability through part-time service, be well-integrated within the CAF and equipped for operations. The CFLC Program supports the CRES in fulfilling its responsibilities for the SSE initiative of harmonizing JPL in Canada.

1.2 Program Profile

1.2.1 Program Objectives

The aim of the CFLC is to promote the interests of Canada’s Reserve Force and seek the voluntary support of civilian employers and educational institutions by highlighting the benefits of Reserve Force training and experience to the civilian workplace.

1.2.2 Program Description

The CFLC is comprised of a civilian cadre of approximately 140 volunteer business leaders in all provinces, supported by a full-time DND/CAF Secretariat in Ottawa and a national network of Liaison Officers (LO) and Regional Liaison Officers (RLO) - senior reservists who enable program delivery and support CAF outreach objectives related to reserve service (see the CFLC structure in Annex E).^{Footnote 3}

The CFLC is the successor to the National Employer Support Committee that was established in 1978 to obtain the voluntary support of employers. This format was validated through a 1988 study that confirmed the preference to seek voluntary rather than legislated support. In November 1992, the Auditor General’s Report on the Department of National Defence underlined the requirement for enhanced measures to ensure reservists are available for training and operations. In 1992, the Committee was renamed Canadian Forces Liaison Council to better reflect its focus, and in 1996, DND’s Chief of Review Services’ evaluation recommended the expansion of the CFLC’s mandate to include obtaining the support of reservists from educational institutions.

The mandate of the CFLC is to enhance the availability of reservists for their military duties by obtaining the support and cooperation of organizational leaders in Canada. The CFLC’s lines of operation contribute directly to the achievement of the strategic objectives of the CAF to generate and sustain Forces and contribute to Canadian government, society and the international community. CFLC’s six core program activities, delivered in accordance with the CFLC Business Plan on an annual basis, are as follows:

Executrek gives employers, educational institutions, supervisors and human resources (HR) professionals a first-hand view of military training and major exercises, and the benefits that reservists gain.
Outreach includes a variety of activities aiming to inform employers and members of the public of the value of Reserve service and military training to the civilian workplace, through public relations events and ongoing communication.
Reserve Assistance Program (RAP) provides direct assistance to reservists when requested to prevent conflicts and facilitate common ground between reservists and their employers or educational institutions.
Reserve Unit Support Program (RUSP) provides reservists with the resources to enhance their relationship with their employers with a view to secure military leave and promote the benefits derived from having reservists in the workplace.
Awards and Recognition Program is a DND/CAF tool used to formally recognize the contributions of employers and educators who actively support reservists.
Compensation for Employers of Reservists Program (CERP) is a DND grant program for which the Department of ESDC/Service Canada (SC) provides administrative support. The CERP provides compensation in the form of a grant to eligible civilian employers and self-employed reservists to offset costs incurred while a reservist-employee is deployed on Chief of the Defence Staff (CDS) named operations.

In addition to the aforementioned six core activities, the CFLC Program also contributes to public policy development on issues related to the Reserve Force and other reserve-specific initiatives:

Job Protection Legislation (JPL): The CFLC Program supports the development of JPL at the national and provincial/territorial levels. Currently, the CFLC Program is supporting the shift from operational support to training support.
Clerk’s Initiative on Dual Employment: In December 2016, the Clerk directed the Minister of National Defence (MND) to explore ways and means to attract federal public servants to part-time careers as reservists.^{Footnote 4} The CFLC Program is working towards the following key recommendations provided by DND and endorsed by the Clerk in August 2017: mentorship program, reserve-specific recruitment programs, and pre-screening to expedite recruitment of skilled applicants.

1.2.3 Stakeholders

The principal stakeholders for this evaluation are:

Lead organization: VCDS/CRES
CFLC:
- National Council of volunteers (comprised of the National Chair and provincial/territorial chairs)
- Provincial/Territorial Councils of volunteers (comprised of provincial/territorial chairs and volunteer directors)
DND/CAF support to the CFLC:
- DND/CAF Secretariat
- CF LOs and RLOs - part-time senior reservists assigned to a specific geographic area to help with CFLC Program delivery
Supported Organizations: CAF Force Generators and Level Ones (L1).
Associated organizations external to DND: ESDC/SC for the delivery of the CERP.
Clients:
- CAF (specifically Reservists)
- Civilian employers and educators

1.2.4 Resources

Table 2 shows the expenditures for the CFLC Program, in thousands of dollars.

Table 2. CFLC Program Expenditures ($ thousands). This table shows expenditures for the CFLC Program from FY 2013/14 to 2018/19.^{Footnote 5}
-	2013/14	2014/15	2015/16	2016/17	2017/18	2018/19
Pay	346	501	524	584	653	634
Operations & Maintenance	475	551	849	679	864	959
Total	822	1,052	1,373	1,263	1,517	1,593

Table 2 Details - CFLC Program Expenditures ($ thousands)

Table 2 Summary:

Table 2 shows the expenditures for the CFLC Program from fiscal year 2013/14 to 2018/19. It has seven columns and four rows, including titles.

The left-hand column lists the following types of expenditures: pay, operations and maintenance, and total expenditures. The remaining columns show expenditures amounts for each fiscal year from 2013/14 to 2018/19.

In FY 2013/14, expenditures for pay were $346,000. Expenditures for operations and maintenance were $475,000. Total expenditures were $822,000.

In FY 2014/15, expenditures for pay were $501,000. Expenditures for operations and maintenance were $551,000. Total expenditures were $1,052,000.

In FY 2015/16, expenditures for pay were $524,000. Expenditures for operations and maintenance were $849,000. Total expenditures were $1,373,000.

In FY 2016/17, expenditures for pay were $584,000. Expenditures for operations and maintenance were $679,000. Total expenditures were $1,263,000.

In FY 2017/18, expenditures for pay were $653,000. Expenditures for operations and maintenance were $864,000. Total expenditures were $1,517,000.

In FY 2018/19, expenditures for pay were $634,000. Expenditures for operations and maintenance were $959,000. Total expenditures were $1,593,000.

**Figure 1. CFLC O&M expenditures ($ thousands).** This figure shows the breakdown of O&M expenses by key activities covered in this evaluation from FY 2013/14 to 2018/19.

Figure 1 Details - CFLC O&M expenditures ($ thousands)

Figure 1 Summary:

Chart 1 is an area chart showing the breakdown of O&M expenditures by key activities covered in this evaluation in each year from FY 2013/14 to 2018/19. Expenditures are broken down into the following categories: Administration, Executreks, Awards, CERP, Outreach, and Other O&M.

The following are the O&M expenditures (in thousands of dollars) in FY 2013/14: Administration: 104. Executreks: 130. Awards: 88. CERP: 0. Outreach: 10. Other O&M: 142.

The following are the O&M expenditures (in thousands of dollars) in FY 2014/15: Administration: 218. Executreks: 117. Awards: 17. CERP: 0. Outreach: 7. Other O&M: 191.

The following are the O&M expenditures (in thousands of dollars) in FY 2015/16: Administration: 312. Executreks: 187. Awards: 110. CERP: 0. Outreach: 32. Other O&M: 208.

The following are the O&M expenditures (in thousands of dollars) in FY 2016/17: Administration: 307. Executreks: 83. Awards: 36. CERP: 0. Outreach: 22. Other O&M: 231.

The following are the O&M expenditures (in thousands of dollars) in FY 2017/18: Administration: 310. Executreks: 191. Awards: 131. CERP: 33. Outreach: 12. Other O&M: 187.

The following are the O&M expenditures (in thousands of dollars) in FY 2018/19: Administration: 309. Executreks: 195. Awards: 49. CERP: 110. Outreach: 37. Other O&M: 258.

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1.3 Evaluation Scope

1.3.1 Coverage and Responsibilities

This evaluation covered the five-year period from FY 2014/15 to FY 2018/19. The focus was on key DND/CAF activities aimed at increasing engagement and communication with the public and private sectors, and enhancing support of reservists from employers and educators through military leave policies. The following CFLC activities were included in this scope:

Executreks;
Outreach;
Awards and Recognition Program (with the exception of the support portion);
CERP; and
Policy work undertaken by the CFLC Program in the past.

The following programs and activities were scoped out of the evaluation:

RAP;
RUSP;
Support portion of the Awards and Recognition Program; and
Activities related to the Clerk’s Initiative on Dual Employment.

The evaluation addressed questions on the relevance, effectiveness and efficiency of the CFLC’s activities. A draft logic model (see Annex C) was developed by Director General Evaluation (DGE) for the purposes of the evaluation based on a review of program documentation and preliminary discussions with the evaluation advisory committee members, representing program management.

1.3.3 Issues and Questions

In accordance with the Treasury Board Secretariat Directive on Results (2016),^{Footnote 7} the evaluation report addresses the evaluation issues related to relevance and performance. An evaluation matrix listing each of the evaluation questions, with associated indicators and data sources, is provided in Annex D. The methodology used to gather evidence in support of the evaluation questions can be found in Annex B.

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2.0 Findings and Recommendations

2.1 Relevance

Key Finding 1: There is a continuing need for the activities provided by the CFLC Program as it is uniquely positioned to support DND/CAF priorities related to reservists.

Evaluation findings suggest that there is a continuing need for CFLC Program activities as they specifically relate to and support reservists unlike any other program. Evidence from a number of sources demonstrated that the CFLC Program fulfills an important and necessary need to advocate on behalf of and promote the value of the Reserve Force to the Canadian public, especially employers and educators, and supports reservists and the Reserve Force.

Reservists, at times, experience conflicting military and civilian obligations, which has the potential to negatively impact operational readiness. According to a 2015 survey, almost two-thirds (64%) of the primary reserves were employed in a civilian capacity and/or attending school.^{Footnote 8} More than two-thirds (69%) were required to take leave during certain times of their employment or schooling for reservist duties.^{Footnote 9} Among reservists who had turned down opportunities to deploy in the past five years, the inability to take time off work or school (35.1% and 26.0%, respectively) were two of the most commonly cited reasons.^{Footnote 10}

The CFLC Program plays a key role in promoting the value of the reserves and in raising awareness of the need to support reservists among civilian employers and educators. Evaluation evidence^{Footnote 11} indicates that there is a general lack of understanding of the Reserve Force among the civilian population. The large majority (94%) of interviewees indicated that there is an ongoing need for the outreach and engagement activities of the CFLC Program in order to raise awareness.

Furthermore, the document review indicated that there is a continued need for CFLC Program activities as they are aligned with departmental priorities and support the CAF’s vision for the Reserve Force, which is to achieve full-time capability through part-time service, as outlined in SSE.

Although there are other programs that contain similar components to the CFLC Program, these programs do not have the reach, means or authority to achieve the specific objectives of the CRES set out in the CFLC’s mandate. The evaluation evidence indicated that the CFLC Program occupies a unique niche by linking the Reserve Force to the business world through its volunteer network, and its program activities are intended to address challenges unique to reservists and their civilian employers. Examples of programs similar to the CFLC Program include activities offered by the Canada Company, Career Edge and Helmets to Hardhats Canada. Canada Company is a private organization that, among many other activities, provides opportunities for civilians to experience military life first-hand, and assists reservists in finding a civilian career.^{Footnote 12} These activities are often delivered in partnership with the CFLC. Career Edge and Helmets to Hardhats Canada both assist in linking employers and reservists to civilian trades/jobs. This service is not part of the CFLC’s mandate and is not its current focus.

Evaluation evidence indicates that the CFLC Program design is appropriate, and there appears to be the right mix of activities to achieve key program objectives. The CFLC Program’s suite of activities aims to:

promote knowledge, interest and appreciation of the Reserve Force;
seek commitment from reservists’ employers and educational institutions to grant time off for military training and operations;
advise reservists about the value of employer support;
prevent and aid in the resolution of conflicts; and
recognize supportive employers and educators.

Nearly all (96%) interviewees believe that the CFLC Program design is appropriate and mostly effective, and that the CFLC Program has the right mix of activities to deliver on its objectives. Executreks and the Awards and Recognition Program are the largest components of CFLC programming and are perceived as helpful tools to engage with public and private sectors, raise awareness of the reserves and recognize employers and educators for their support of reservists.

“Executreks provide a priceless lasting impression. Participants usually come in with completely different perceptions of reserves which are usually far from the reality, and then we break these perceptions and show them the real value of Reserve Force. A lot of the participants are captivated by the professionalism and the skills of reservists that they as employers can benefit from.”

The Awards and Recognition Program allows DND/CAF to formally recognize the special contributions of supportive employers and educational institutions. These awards are viewed as important for maintaining the support of employers and educators. The desired outcome of formal recognition is to reinforce a positive message of support for both the employer/ educational institution and the reservist with a view to encouraging all organizational leaders in Canada to be actively supportive of reservists.

Outreach events provide the opportunity to reach large numbers of employers, educators and members of the general public to raise awareness about the reserves. Outreach activities use various opportunities to connect local reservists with their employers and educators. It is a way of informing large numbers of employers and the public of the value of military training for the civilian workplace.

The CFLC Program regularly reviews its activities to identify opportunities for improvement and so that it remains flexible to new ideas and testing alternative modes of delivery, according to document review and interviews. Provincial councils discuss and initiate additional activities in support of CFLC Program objectives. Key informants indicated that the CFLC Secretariat is generally open and receptive to new ideas. Some examples of newer initiatives include:

Mobile Executreks are identified as a possible new activity going forward. They are so-called “reverse Executreks,” which could bring a piece of military infrastructure on location at targeted venues.
With Glowing Hearts (WGH) is a proposed reservist support program initiated by the Alberta provincial council, designed to engage small businesses, which make up 95 percent of all businesses in Alberta and British Columbia.^{Footnote 15} The WGH initiative proposes to provide Employer/Reservist Recognition stickers to display for companies who employ or support reservists.^{Footnote 16} It also provides organizations with informative material on the value that reservists bring to a company.^{Footnote 17} To date, Alberta has piloted the WGH initiative and British Columbia and Ontario are currently looking at pilot testing. Alberta volunteers noted that WGH could be centralized but this would need to be led by the CFLC.

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2.2 Effectiveness

Key Finding 3: Although CFLC Program activities contribute to engagement with public and private sectors, more focused event planning and delivery could improve their success.

While CFLC Program activities are generally well received by participants, it is impossible at this time to quantify engagement due to data limitations. There is indication that the CFLC Program engagement efforts may be affected by low levels of awareness of CFLC Program activities among reservists and their employers. Engagement levels are also affected by the capacity of personnel, particularly LOs, to plan and execute these events, and the need to navigate bureaucratic processes related to hospitality funding approvals.

Enhancing engagement with employers and educators is one of the key priorities of the CFLC Program. The majority (91%) of interviewees reported that CFLC Program activities contribute to enhanced engagement with public and private sectors to some extent. Executreks, the Awards and Recognition Program, Outreach events and unit events were identified as the primary mechanisms for engagement with the CFLC Program’s target audience. Interviewees noted that Executreks are particularly useful as these activities directly engage employers and educators to increase their understanding of the CAF and the Reserve Force.

**Figure 2. Number of CFLC Events and Guests, FY 2011/12 and 2018/19.**

Figure 2 Details - Number of CFLC Events and Guests, FY 2011/12 and 2018/19

The CFLC Program also pursues other activities to engage employers and educators, for example through social media.^{Footnote 18} As shown in Figure 2, over a period of seven fiscal years from FY 2011/12^{Footnote 19} to 2018/19, the number of Executreks and Outreach events has increased by 37 percent and 46 percent, respectively. The CFLC events, on average, attract an estimated 27 guests each, including employers, educators, politicians, HR professionals and others.^{Footnote 20} Available data suggests that these CFLC events have engaged employers and educators that are largely representative of the industries in which reservists work.^{Footnote 21}

Beyond these figures, it is difficult to quantify the level of engagement generated by these CFLC Program activities. Although some provincial councils have developed running lists of employers and educators, the total number of events organized per year and the number of attendees is not tracked in a centralized database or collected systematically.

Evaluation evidence suggests that the CFLC Program engagement efforts may be affected by low levels of awareness of the CFLC events among reservists and their employers/educators. While reservists are key in informing their civilian employer/educator of the CFLC Program’s activities, almost half (46%) of reservists surveyed in 2018 reported having no knowledge of Executreks, employer awards or the CERP.^{Footnote 22} The majority (52%) of primary reserve members report not knowing how to access Employer Support Programs.^{Footnote 23} As shown in Figure 3, in 2018 only a quarter (24%) of reservists reported engaging with the CFLC and even smaller percentages reported inviting or acknowledging their employer through Executreks, Awards and Recognition and unit visit activities. While engagement with the CFLC’s National Awards has been increasing over time, with twice the number of nominations received in 2019 compared to 2011 (over 400 and over 200, respectively), the total nominations received even in 2019 amount to less than 2 percent of the reserve population.^{Footnote 24}

**Figure 3. Reservist Engagement with CFLC, 2017 and 2018.**^{Footnote 25} Percentage Reservist Engagement and Awareness based on responses to QUEST survey, potentially due to CFLC initiatives/activities.

Figure 3 Details - Reservist Engagement with CFLC, 2017 and 2018

Documentary evidence suggests that the CFLC has identified a need for increased focus on diversity in planning and executing its engagement activities. Approximately half of stakeholders interviewed reported that there have been increased efforts to engage with various communities and diversify the groups targeted by CFLC activities. For example, most provincial chairs interviewed noted that efforts have been made to diversify the composition of provincial councils based on gender, cultural and ethnic diversity, backgrounds and influence circles. Nonetheless, many interviewees noted that more work can be done to expand the reach of the CFLC to a broader audience.

Evidence from the document review and interviews indicates that there is a need to improve the planning of the CFLC’s Executreks and other events and activities, to avoid last-minute bookings or cancellations. There is limited administrative capacity at the CFLC Secretariat to support booking the CFLC activities, which results in challenges associated with the last-minute booking of events.

Evaluation evidence also suggests that increased guidance and training is required to improve event planning and execution. A third of all key informants indicated that there is a need to improve guidelines, SOPs and training related to the planning and execution of CFLC activities, particularly as they apply to LOs who are responsible for event planning. As there is annual turnover of LOs, guidelines are important to ensure that incoming LOs have a better understanding of the job requirements and existing processes.

Evaluation evidence also indicates that there is a need for improved, more purposeful, targeted and focused planning. Evidence from field trips and interviews suggests that some of the Executreks may lack or have insufficient focus on reservists, their skills, experiences and needs, thus missing an opportunity to deliver key CFLC messages. Many key informants also reported that the CFLC Program needs to improve how it targets participants for its events, particularly with respect to Executreks. Evaluation evidence indicates that Executreks are attended both by employers who already employ reservists and those who do not. A few interviewees also noted that, in some cases, employers attended similar activities on multiple occasions, which suggests that the CFLC Program’s target audience may not be expanding. There was no clear consensus among the interviewees on the type of employers that the CFLC Program should target for participation in its Executreks. Suggestions for improvement included:

improve collaboration with the CAF’s chain of command and environments to ensure better targeting of industries;
seek opportunities to expand the CFLC Program’s target audience and continue to engage new participants;
ensure that the CFLC Program targets an appropriate mix of decision makers, including senior leaders of larger organizations, chief executives, managers and HR representatives at smaller companies; and
better target participants for each planned event and ensure that the events are relevant for their target audience.

Evidence from the document review and interviews indicated that the CFLC Program’s event planning and execution was negatively affected by the hospitality funding approval process during the evaluation period. The instability of hospitality ceilings in the past and lengthy approval processes has created an administrative burden for the CFLC Secretariat, LOs and volunteers when planning events, resulting in increased overall costs, late confirmations and/or cancellations. Beginning in 2017, changes were made to the CFLC Program’s hospitality funding process, including a transition to the annual hospitality submission. The CFLC Program staff reported that these changes have improved the CFLC Program’s ability to plan and execute its events. Furthermore, key informants indicated that hospitality funding is sufficient for the CFLC Program to deliver on its planned activities, as long as these activities are planned in advance.

There are, however, continuing concerns regarding the flexibility of the CFLC Program to add additional events. Some key informants noted that, due to the nature of volunteer-driven activities and the need to accommodate the availabilities of civilian guests, it can be challenging to plan all events far in advance.

ADM(RS) Recommendation

The CFLC Program’s outreach activities are perceived to be an effective contributor to increasing awareness of the Reserve Force and the value and skills of reservists among Canadian employers and educators. Key informants indicated that the CFLC Program’s outreach efforts need to be continuous to ensure that current and future leaders and managers in civilian organizations are aware of the value of reservists.

While generally favourable towards reservists, most Canadian employers and educators have low awareness of the value and skills of reservists. Over half (60%) of all interviewees reported that, in general, Canadian employers and educators are not well aware of the value and skills of reservists, and lack understanding of what it means to be a member of the reserves. Respondents of a 2015 Reserve Force Retention Survey indicated that Canadian employers maintained a positive perception of the Reserve Force and reported that their employers held generally favourable attitudes towards their reserve related activities (63.3%), although a sizeable minority (11.8%) were somewhat or very unfavourable.^{Footnote 26}

**Figure 4. Canadian Reserve Retention Survey (percentage).** This figure shows the breakdown of Employer’s perception of the reserve force in 2015.

Figure 4 Details - Reserve Retention Survey (% percentage)

“As an employer of a reservist, it opened my eyes to what they learn and why it is important.”

CFLC Program activities appear to be a useful tool for current employers of reservists or those considering hiring reservists to learn more about the CAF and the training provided to reservists. All key informants agreed that the CFLC Program’s Outreach activities contribute to increased awareness of the reserves among Canadian employers and educators. Evidence from interviews and field trips revealed that activities such as Executreks and Awards provide participants with direct exposure to the CAF and opportunities to learn more about reserve service. Executreks, in particular, provide exceptional opportunities for employers to interact with reservists and other CAF members, see the environment in which reservists train and the skills they are taught, and learn how employers can benefit from these skills and how they can support their reservist employees. The Executreks attended by the evaluation team provided a hands-on experience of what it is like to be on a training base or to participate in actual military exercises and, according to many participants, also raised awareness of the need for employers to either implement or maintain a valid military leave policy.

There is, however, evaluation evidence suggesting that the CFLC Program’s communication and outreach efforts could be improved upon. Evidence from interviews and field trips suggests that the CFLC Program often misses opportunities to promote and communicate its activities. For example, many existing CFLC webpages are outdated, limited promotional materials are available and most also require updating. In addition, one of the key challenges is the lack of or insufficient internal and external communication and outreach capacity, particularly with regard to social media and public affairs and outreach. Multiple lines of evidence indicated that there is a need to improve and streamline public affairs to increase event and program promotion. Key informants also noted a need for communication plans to ensure that the CFLC Program’s messages are clear, coherent and consistent, and aligned with its strategic priorities. The CFLC Program’s use of social media and its social media presence were identified as areas requiring improvements.^{Footnote 27} The CFLC Program has made efforts to improve communication about its services, events and activities to the public, as shown by increasing levels of activity and engagement on the CFLC’s Facebook page. Nevertheless, the CFLC’s Facebook page currently^{Footnote 28} has 1,465 followers and, as such, does not reach a large enough target audience. As such, there is a need for the CFLC Program to expand its social media presence to enable communication with a broader audience.

These challenges may be due in part to the fact, as noted by CFLC Program staff, that the position of the public affairs officer is currently vacant. Key informants noted, however, that the CFLC Program should increase its collaboration with other DND/CAF organizations (for example, Assistant Deputy Minister (Public Affairs) (ADM(PA)), to make use of resources and expertise already available in the department. Documentary evidence also suggests that this need has been identified and the CFLC Program is making efforts to work closer with its partners within the department to deliver its activities. For example, “CAF Public Affairs Office has increased collaboration with the CFLC due to increased synergies between their mandates.”^{Footnote 29}

ADM(RS) Recommendation

Key Finding 5: The CFLC Program has meaningfully contributed to influencing JPL, and has contributed to the development of reservist policies among employers and educators.

The CFLC Program has made extensive efforts to engage federal, provincial and territorial governments in developing JPL in support of reservists. The CFLC and CRES staff were involved in drafting the proposed amendments to the Canada Labour Code related to reservist leave.^{Footnote 30} Amendments to the Canada Labour Code, which became effective in September 2019, increase the required time off for reservists to a maximum protected amount of 24 months in a 60 month period.^{Footnote 31} The amendments also expand on the definition of training and the associated leave allowances. This serves to reduce ambiguity, and provides reservists with an official definition of ‘military training’ which may be used to support their leave requests. Documentary evidence indicated that CRES staff played a significant role in developing the definition of military training, in wide consultation with all stakeholders.

In addition to the Canada Labour Code at the federal level, some form of JPL exists in all Canadian provinces and territories, which can be attributed to the CFLC Program’s leadership role in the 2007-2014 period when it assisted the provinces and territories in passing JPL.^{Footnote 32} There are varying reservist-related legislative standards across the provinces and territories, as the interpretation and development of such legislation was suited to meet the respective needs of the varying government offices.^{Footnote 33} With CFLC support, DND/CAF is currently engaging with provincial and territorial governments to harmonize JPL in all jurisdictions to ensure that reservists across the country have similar levels of protection.^{Footnote 34}

“Last Monday, we were at a military cup, and the military and CFLC representatives were there, along with about 120 business leaders. We talked to each of them individually, we asked them questions and had a range of responses. We later followed up with phone calls to those that didn’t have [military leave] programs and policies in place. This is how we raise awareness and achieve improvements.”

The CFLC Program also supports employers and educators willing to go beyond the legislated requirements. One of the key objectives of the CFLC is to facilitate the voluntary adoption and enhancement of military leave policies by employers and educational institutions. The CFLC Secretariat has developed a checklist and templates of military leave policies for educators and different types of employers, and makes these available to organizations by posting templates online. The CFLC Program also provides support with drafting and improving military leave policies and, when requested, shares templates and other resources to help employers and educators. Several interviewees noted this “softer” approach is often more effective than the legislative one.

The CFLC Program also leverages its other events to promote leave policies. It was noted that at several Executrek events, the CFLC representatives extended the offer to assist with and continue to provide guidance with creating, developing and implementing leave policies for reservists. While most (87%) interviewees believe that CFLC Program activities contribute to improvements in military leave policies in organizations across Canada to some extent, nonetheless, available evidence indicated that between one quarter to one half of organizations that employ reservists do not have policies in place allowing leave for reservist duties.^{Footnote 35} This highlights the importance of the CFLC Program’s work in this area going forward.

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2.3 Efficiency

Key Finding 6: Overall, the CFLC Program appears to be efficient with a few exceptions such as the CERP, a new program which is not yet cost-effective due to low uptake levels.

“Volunteers are a built-in efficiency”

Figure 5. Direct cost per event and per guest, Executreks and Outreach, 2018/19. This figure shows the direct costs of Executreks and Outreach activities, divided by the number of events, and by the total number of guests attending, in FY 2018/19. The scale of the bars in the chart have been adjusted to present visually the large range of quantities.^{Footnote 37}

Figure 5 Details - Direct cost per event and per guest, Executreks and Outreach, 2018/19

The CERP provides a means to offset the financial costs that civilian employers incur when their reservist employees deploy on CAF named operations, and is perceived by interviewees as an important and necessary program.^{Footnote 38} However, the CERP administration costs significantly exceed the amount issued to employers in grants, and there has been a limited uptake among employers. Even in 2018/19, the fiscal year with the largest grants disbursement in dollar terms, it cost $2.45 in administrative costs for every dollar of CERP grants disbursed.^{Footnote 39} From 2017 to date, only $143,000 has been expended in actual grant funding to employers. As of October 2019, ESDC/SC had only received three CERP applications, which suggests that there will not be a significant increase in the number of grants issued in FY 2019/20.

The success of activities such as the CERP also depends on the awareness among reservists because they are key in informing their civilian employers of the available financial support provided by the Government of Canada. Evidence suggests, however, that awareness of the CERP is low among both reservists and employers.^{Footnote 40} Several interviewees also noted that, in some cases, employers may believe that the grant is “not worth the effort” required to apply. Suggestions to increase the CERP’s efficiency include modifying eligibility criteria from ‘deployments on CDS directed operations’ only to military training, which would allow more employers to apply for compensation.^{Footnote 41} This eligibility modification is supported by both the CFLC Program’s evidence-based feasibility study on the expansion of the CERP,^{Footnote 42} as well as interviewees engaged by the ADM(RS) evaluation team.

ADM(RS) Recommendation

Key Finding 7: The CFLC volunteer network is seen as an effective delivery tool for achieving CFLC Program objectives; however, the structure of the relationship between the military and volunteer components requires review to ensure clarity of roles and responsibilities, better integration of volunteers within the CFLC Program, and adequate support for and communication with volunteers.

The effectiveness of the program largely relies on the network of over 140 highly influential senior business and educational leader volunteers who bridge the gap between the military and industry/institutions and are seen as key enablers for business community buy-in. Most (74%) interviewees perceived that the volunteer-based model of the CFLC is an appropriate and effective delivery tool for reaching the program’s objectives as the volunteers are uniquely positioned to establish links with business and educational leaders across Canada. Moreover, interviewees indicated that, without civilian volunteers, DND/CAF would lose its ability to connect with industry/institutions.

Volunteers devote a significant amount of their time to CFLC activities, and influence communities and organizations across the country through their extensive connections with business leaders. The volunteer network enhances the CFLC Program’s efficiency by contributing an estimated financial value of $2,200,000 per year^{Footnote 43} as shown in Figure 6. This is equivalent to about one third of total program expenditures.^{Footnote 44} In addition to contributing their time, volunteers reportedly contribute in other ways, including financially.^{Footnote 45}

**Figure 6. Proportion of the value of CFLC’s volunteer network.**

Figure 6 Details - Proportion of the value of CFLC’s volunteer network

Evaluation evidence suggests that the structure of the CFLC’s volunteer network would benefit from a review in order to improve the selection and maintenance of the volunteer base and ensure regular renewal and diversity of volunteers. Nearly half (40%) of interviewees indicated that the volunteer network would benefit from regular renewal or rotation, and noted that recruitment should be based on strategic needs and priorities. Some key informants explained that the level of time commitment and effort varies among the volunteers and there is variation in terms of rigor and dedication. In addition, there could be more collaboration between the National Council and DND/CAF on the composition of the volunteer network, and the principles and criteria for selection of members.

Diversification of the composition of the volunteer base to cover more groups, communities and industries was also identified by interviewees as an area for improvement. The document review indicated that plans to increase the councils’ diversity have been or will be made. In addition, two provinces have committed to evaluating the appropriateness of its membership and its performance annually.^{Footnote 46}

There appears to be sufficient communication and coordination between program stakeholders in most aspects within the CFLC Program. Available evidence indicates most provincial councils plan to meet quarterly, as do LOs.^{Footnote 47} The National Council also meets at least quarterly.^{Footnote 48} Most (75%) CFLC volunteers self-assessed their internal communication as adequate. Interviewed volunteers described their structure as “a tight community” with sufficient levels of communication.

However, nearly half (41%) of interviewed volunteers identified a need for greater integration and communication between CFLC volunteers and the CFLC Secretariat. Some volunteers reported that, while general information is shared at the National Council meetings, there could be “more regular communication about ongoing or new initiatives and upcoming events.” Volunteer key informants also noted that the collaboration with the volunteers could be improved to optimize the value of their contribution. DND interviewees, both at the CFLC Secretariat and senior management levels, noted that the flow of communication and the clarity of messaging could be enhanced. Additionally, program staff within the CFLC Secretariat indicated that there is a need for communication and reporting tools to enhance the flow of information.

Evidence from the document review and interviews indicated that volunteer training could be improved. Several interviewees noted that enhanced training related to DND/CAF and CFLC Program goals and program administration would benefit volunteers during onboarding. Interviewees explained that additional training would increase volunteer directors’ awareness and understanding of the CAF structure, culture, ranks, as well as the CFLC’s mandate, and enable volunteers to better advocate for the CAF.

Overall, the evaluation found that the following areas require improvement:

the volunteer selection and maintenance process needs more collaboration, discussion and structure to ensure diversity, regular renewal and expansion of the network;
the volunteers could be better integrated within the CFLC Program to ensure they receive adequate support and communication from DND/CAF; and
there is a need to ensure the clarity and transparency of roles and responsibilities for program delivery.

ADM(RS) Recommendation

Current data collection opportunities:

Events held and cancelled
Event participation
Employer/educator contact information, including employment of reservists and presence of reserve-friendly policies
Award nominations and attendance of award events
Expenditures per individual event

Past tools:

Directors’ log book
Annual reporting
Post Executrek surveys
Statements of endorsement
Collated suggestions
Database of event participants
Employer Information System software

“Data does not meet decision-making needs.”

There is a well-recognized gap in the CFLC Program’s data collection and performance measurement that may have impeded its efficiency and attainment of objectives. Most performance data is not collected, resulting in challenges tracking both immediate and longer term outcomes, including reservist retention and military leave policy adoption. With the exception of the Questionnaire on Unit Employer Support Targets (QUEST)^{Footnote 49} , data collection is not systemized, and data are not aggregated nor disseminated to inform decision making. Interviewees noted that, at times, data collected through tools currently in place such as Survey Monkey and survey forms are not retained for analysis purposes.

Collecting performance information would help the CFLC Program demonstrate its achievement of program outcomes in the medium to long term. For example, 70 percent of interviewees for this evaluation agreed that CFLC Program activities contribute to the retention of reservists by increasing awareness among civilian employers, educators and community leaders, and obtaining their support for reservists which, in turn, allows reservists to continue their military careers. However, in the absence of systematic monitoring of this outcome, the CFLC Program is unable to demonstrate its achievement in this area.

The highest recurring challenge reported by interviewees in the CFLC Program’s performance measurement and data collection is the lack of a central information repository or client relationship management system, which impedes the program’s effectiveness.

Over 60 percent of interviewees within the CFLC Secretariat also reported challenges in tracking the work of volunteers external to the department, and ensuring appropriate direction and management of priorities. The interviewees noted it would be beneficial to implement a system or database to collect information related to the volunteer network’s Outreach activities.

“There is no consolidated list of employers.”

ADM(RS) Recommendation

Management Action

Action 2.1 – Identified in the CRES Joint Operational Planning Group (JOPG), all six CFLC programs and the program delivery model will, with L1 chain of command consultation, undergo a complete review to ensure it is better tied to wider performance objectives and metrics. Key areas of the review will be Executrek event planning, participant selection, logistics/administration and relationship management.

OPI: CRES
OCI: L1 Force Generators
Target Date: October 2020

Action 2.2 – From this review, SOPs and relevant policies will be revised and updated as required.

OPI: CRES
Target Date: March 2021

Action 2.3 – Training and recurring professional development for both liaison staff and unit employment support representatives will be progressively developed, focused on skills that support event planning, communications and relationship management. Concurrently, a standardized CFLC civilian director training program, focused on CAF familiarization, will be developed and implemented.

OPI: CRES
Target Date: December 2021

ADM(RS) Recommendation

Management Action

Action 3.1 – In conjunction with force generators, ADM(PA) and Chief of Military Personnel (CMP), promulgate a formalized communications strategy focused on supporting CAF reserve retention priorities that clearly identifies roles and responsibilities for public affairs and outreach management and the use of tools such as social media and internal organizations to meet the needs of the CFLC and wider employer support programs.

OPI: CRES
OCI: ADM(PA), CMP, L1 Force Generators
Target Date: July 2020

Action 3.2 – As a key outcome of the CRES JOPG, a new CRES STRATCOM manager will capitalize on an established partnership with ADM(PA) and other departmental entities with outreach initiatives and resources, for improved delivery of key employer support-related communications.

OPI: CRES
OCI: ADM(PA), L1 Force Generators
Target Date: April 2022

ADM(RS) Recommendation

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Annex B—Evaluation Methodology and Limitations

1.0 Methodology

The evaluation used multiple lines of evidence and complementary qualitative and quantitative research methods to help ensure the reliability of information and data supporting findings.

1.1 Overview of Data Collection Methods

The following data collection methods were used to gather qualitative and quantitative data in the evaluation:

document and performance data review;
key informant interviews;
review of financial and HR information; and
direct observation/field trips.

1.2 Details on Data Collection Methods

1.2.1 Document and Performance Data Review

A preliminary document review was conducted, as part of the planning phase of the evaluation, to garner a foundational understanding of the CFLC Program. A comprehensive document and performance data review was then conducted as part of the conduct phase of the evaluation, focusing on the relevance and performance of the CFLC Program activities. Documents were reviewed and information captured using a document review template. As key documents were reviewed, the information was captured electronically by evaluation question, creating an analysis-ready matrix with summarized text or extracts.

A review of CFLC Program performance data was conducted based on available data provided by the CFLC Program. Aspects of CFLC Program’s current performance are tracked and monitored through the QUEST survey, which seeks to identify areas that CFLC and CAF could improve upon, and gathers data on how reservists obtain time off to train/deploy/serve Canada.^{Footnote 54} Evidence of CFLC Program’s performance was also obtained through the 2015 Reserve Retention Survey.^{Footnote 55}

1.2.2 Key Informant Interviews

In-depth key informant interviews with primary and secondary stakeholders of the Program served as an important source of qualitative information and provided informed opinion and observations on select evaluation questions, as well as assisted in the interpretation and understanding of qualitative and quantitative data from other lines of enquiry.

A total of 37 interviews were conducted with 38 key informants. The following groups of stakeholders were interviewed:

Program Management – CFLC Secretariat (n: 9)
Senior DND/CAF Management (n: 4)
Members of the CFLC National Council ( n: 7)
Regional Liaison Officers (n: 5) and Liaison Officers (n: 6)
CFLC Volunteers (Directors) (n: 5)
Employers (n: 2)

Interviewees were e-mailed interview guides prior to the interviews. Individual interviews were conducted in person, by telephone and, in some cases, written responses were emailed back to DGE.

1.2.3 Financial and Human Resource Information

CFLC Program financial and HR data were reviewed to assess the efficiency of the CFLC Program. The data, extracted from DRMIS and covering FY 2014/15 to FY 2018/19, were provided by the CFLC Secretariat. CFLC’s Financial Officer was consulted to help clarify program financial information.

1.2.4 Direct Observation/Field Trips

The evaluation team employed a direct observation method to gain additional insights into program activities, to gain a perspective on the scale and content of CFLC Program activities and observe any immediate impacts. Evaluators’ observations and comments were recorded in a semi-structured manner: observers reported on both the specific characteristics of the activities (e.g., number/type of participants in the events) and any other observations. A field trip observation checklist and notes were used to capture this information.

Team members attended four Executreks and two Awards and Recognition events between April and September 2019. Efforts were made to attend a variety of events specific to CFLC Program activities. The following events were attended as part of the field trips and observation method:

CFLC Certificate Presentation to TD Bank in Ottawa, ON – April 10, 2019
CFLC National Awards Ceremony and Dinner in Ottawa, ON – May 9, 2019
CFB Borden Executrek in Borden, ON - July 24, 2019
Army Operations Course in Kingston, ON – July 24-25, 2019
EX Maroon Raider in Gagetown, NB – August 21-22, 2019
EX Collaborative Spirit in Petawawa, ON – September 26, 2019

2.0 Limitations

The limitations encountered with this evaluation, and the mitigation strategies applied to address them, are:

Table B-1. Evaluation Limitations and Mitigation Strategies. This table lists the limitations of the evaluation and the corresponding mitigation strategies.
Limitations	Mitigation Strategy
Lack of or limited performance data/information available	The evaluation needed to rely more heavily on other lines of evidence to obtain information. Some performance information was obtained from the CFLC Program’s QUEST survey and a Reserve Force retention survey carried out by Director General Military Personnel Research and Analysis. For other outcome areas, concrete examples of outcome achievement were collected in the absence of more systematic data.
Due to the nature of the outcomes the evaluation focused on, there was a potential risk that the evaluation evidence may be largely perception-based	DGE supplemented data from key informant interviews with evidence from document review, performance data review, financial data analysis and direct observation of CFLC events.
Limited number of employers interviewed and no educators interviewed	Despite DGE’s best efforts to contact employers and educators, only 2 interviews were scheduled. This was mitigated in part by less formal interaction with these stakeholder groups as part of the direct observation of CFLC events.

Table B-1 Details - Evaluation Limitations and Mitigation Strategies

Table B-1 Summary:

This table describes the limitations and mitigation strategies employed in the Evaluation of the CFLC. The table lists the limitations of the evaluation and the corresponding mitigation strategy.

The table has two columns and four rows, including the header row. There three limitations.

The first limitation is: Lack of or limited performance data/information available. The mitigation strategy in response to this limitation is: The evaluation needed to rely more heavily on other lines of evidence to obtain information. Some performance information was obtained from the CFLC Program’s QUEST survey and a Reserve Force retention survey carried out by Director General Military Personnel Research and Analysis. For other outcome areas, concrete examples of outcome achievement were collected in the absence of more systematic data.

The second limitation is: Due to the nature of the outcomes the evaluation focused on, there was a potential risk that the evaluation evidence may be largely perception-based. The mitigation strategy in response to this limitation is: DGE supplemented data from key informant interviews with evidence from document review, performance data review, financial data analysis and direct observation of CFLC events.

The third limitation is: Limited number of employers interviewed and no educators interviewed. The mitigation strategy in response to this limitation is: Despite DGE’s best efforts to contact employers and educators, only two interviews were scheduled. This was mitigated in part by less formal interaction with these stakeholder groups as part of the direct observation of CFLC events.

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Annex C—Logic Model

Figure C-1 Details - CFLC Logic Model

Figure C-1 Summary:

This flowchart, entitled Draft Logic Model for the Canadian Forces Liaison Council (CFLC) and Employer Support Program, shows the relationship between the program’s inputs, activities, outputs and expected outcomes. On the left-hand side of the graphic, there are six boxes, one on top of the other, showing six stages as follows, from top to bottom: Inputs, Activities, Outputs, Immediate Outcomes, Intermediate Outcomes, and Ultimate Outcomes.

At the top of the chart, to the right of the Input box, is a single box containing the program’s inputs, as follows:

Human Resources (Civilian & Military) & Financial Resources (Salaries, Operational & Maintenance, Grants & Contributions)
Enabling Infrastructure & Information/Data (including documentation: SSE, MND’s Guidance Letter, CDA ID on Strengthening the Reserves, CFLC Strategic Plan, CFLC National Planning Framework, QUEST Census Results)
Influences/Drivers (Leadership Direction, National/Provincial Volunteer Network, Employer Engagement)

Beneath that box, the next two rows of boxes denote the activities and outputs. There are eight columns of boxes, for each of which there is an activity box and, below it, a box listing the output(s) for that activity. The following are the activities and their associated outputs.

The first activity on the left is ExecuTrek. The output for this activity is: Hosting employers and other target audiences at military exercises.

The next activity is Outreach. Outputs for this activity are: Community outreach, engagement events; Local unit outreach events; Social media presence; Presentations, articles for professional journals.

The next activity is Awards & Recognition. Outputs for this activity are: Provincial & National awards ceremonies; Letters and certificates of recognition.

The next activity is Compensation for Employers of Reservists Program (CERP). The output for this activity is: Grants to employers.

The next activity is Reserve Assistance Program (RAP). Outputs for this activity are: Direct assistance to Reservists; Conflict resolution; Communication support.

The next activity is Reserve Unit Support Program (RUSP). Outputs for this activity are: Support to Reservists and Reserve Force units; Consistent engagement with the CAF CoC.

The preceding six sets of activities and outputs are surrounded by a larger rectangle labelled “CFLC Programs. The next two sets of activities and outputs are outside of that rectangle.

The next activity is Contribution to Policy Development. Outputs for this activity are: Priority-setting documents, briefing notes, MCs, TB submissions, lobbying, communications & consultations.

The next activity is Clerk’s Initiative on Dual Employment. Outputs for this activity are: Mentorship program; Post-Secondary Recruitment (PSR); FSWEP; GCcollab; Communications outreach.

Below outputs is a row of six boxes containing the immediate outcomes, as follows:

Employers, educational institutions and the public are aware and informed of the value of the reserve service and the skills of Reservists
Enhanced engagement and communication with reservists, public and private sectors, and diverse communities
Improved relationships between Reservists and their employers
Reservists are aware of the value of employer support and CFLC programs and services available to them
CFLC influences policy development on issues related to the Reserve Force and supports other reserve-specific initiatives
Promotion of dual public/reserve service employment

Below immediate outcomes is a row of four boxes containing the intermediate outcomes, as follows:

Enhanced support from employers and educational institutions through military leave policies and student-reservist policies
CFLC programs meet the needs of Reservists
Increased passive recruiting attraction to the Reserve Force
Legislation and policy at F/T/P levels are harmonized and reflect the needs of Reservists

Below intermediate outcomes, at the bottom of the chart, are two boxes containing the ultimate outcomes, as follows:

Increased attraction and retention of Reservists
Enhanced availability of Reservists for military duties

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Annex D—Evaluation Matrix

Table D-1. Evaluation Matrix. This table indicates the data collection methods used to assess the evaluation issues/questions.
Evaluation Question	Indicators	Sources/Methods
Relevance – Does CFLC address actual needs?
1. Is there an ongoing need for CFLC program activities?	Evidence/perceptions of the continued need for CFLC activities Presence/absence of other programs that complement or duplicate the objectives of CFLC	Document Review Key Informant Interviews
Effectiveness – Has CFLC achieved its intended outcomes?
2. Does CFLC contribute to enhanced engagement and communication with its target audiences (e.g., reservists, public and private sectors, diverse communities) to increase passive recruiting attraction to the reserve force?	Evidence of/views on the extent CFLC programs have contributed to enhanced engagement and communication with its target audiences Trend analysis of number of Outreach events per year Levels of participation (i.e., percentage of target employers/academic institutions that attended an event/activity) Percentage of activities executed by sector (e.g., strategic partners, internal DND/CAF, private sector business & labour organizations, private sector, public services and education) Evidence of/views on the extent that CFLC contributes to increased passive recruiting attraction to the reserve force Recruitment rates Retention rates	Document Review Key Informant Interviews Review of Performance Data Direct Observation
3. Do CFLC programs contribute to increased awareness of the value of the reserve service and the skills of reservists among Canadian employers, educational institutions and other target groups (e.g., communities and groups currently under-represented in the Reserve Force)?	Evidence that employers and educational institutions are aware and informed of the value of the reserve service and the skills of reservists Levels of public support – public awareness and perception Percentage of Canadian employers that are aware of the Employer Support Program Percentage of the Canadian employers with a positive perception of the Reserve Force Evidence of/views on the extent CFLC contributes to increased awareness of the value of the reserve service among its target groups in support of diversity and inclusion Percentage of recruits from designated groups and communities	Document Review Key Informant Interviews Review of Performance Data Direct Observation
4. To what extent does CFLC contribute to influencing policy development on issues related to the Reserve Force and support other reserve-specific initiatives?	Evidence of/views on the extent that CFLC contributes to policy development related to the Reserve Force and reserve-specific initiatives Evidence of/views on the extent that CFLC contributes to harmonizing JPL at the federal/provincial/territorial levels	Document Review Key Informant Interviews
5. To what extent do CFLC programs contribute to enhancing support from employers and educational institutions through military leave policies and student-reservist policies?	Evidence of/views on the extent that CFLC programs contribute to increased number of employers who have adopted military leave policies Number of reserve-friendly HR policies Evidence of/views on the extent that CFLC programs contribute to increased number of educational institutions who have adopted student-reservist policies Evidence of/views on the extent CFLC programs contribute to enhanced overall support of reservists from employers and educational institutions, and improvements in existing leave policies Extent that reservists are comfortable informing their employers/educators they are in the reserves Extent that reservists are confident that their employer/educator would grant them time off for their military duties	Document Review Key Informant Interviews Review of Performance Data
Efficiency – Are the most appropriate, efficient and economic means being used to achieve outcomes?
6. Are CFLC programs implemented in an economical manner?	Evidence of/views on whether CFLC activities are delivered in a cost-effective manner Views on whether the progress made towards expected outcomes is adequate for the resources expended Proportion of CFLC spending on key Outreach activities according to current CFLC strategic priorities Trend analysis of program resources (e.g., expenditures and full-time employees) Amount of CFLC funding as a proportion of the overall Defence budget	Document Review Review of Financial and HR Information Review of Performance Data Key Informant Interviews
7. Is the design of CFLC and its programs appropriate and efficient?	Views on whether CFLC uses the right mix of programs and activities to achieve its objectives Evidence of/views on the appropriateness and efficiency of CFLC’s volunteer-based structure	Document Review Review of Performance Data Key Informant Interviews
8. Are CFLC programs delivered in an efficient manner?	Evidence of/views on overall efficiency of program delivery and administration Evidence of/views on whether there is sufficient communication and coordination between program stakeholders Clarity of roles and responsibilities for program delivery Evidence of/views on whether appropriate internal policies and strategic directives are in place to guide the delivery of CFLC activities Evidence of/views on how the efficiency of program activities can be improved and alternative ways of delivering program activities and outputs Evidence of/views on external factors that affect program delivery and CFLC’s ability to adapt to these influences and remove barriers to successful delivery	Document Review Key Informant Interviews Review of Performance Data Review of Financial and HR Information
9. Does CFLC have appropriate program performance measures and data collection in place?	Presence/absence of appropriate performance measurement framework and data collection tools Evidence of/views on the extent that CFLC collects appropriate program performance data to assess the achievement of results in a systematic manner Evidence of/views on whether CFLC’s performance measurement and data collection are used to support strategic decision making Evidence of/views on efficiency of data sharing and dissemination among key stakeholders	Review of performance data Key Informant Interviews Document Review

Table D-1 Details - Evaluation Matrix

Table D-1 Summary:

This table indicates the data collection methods used to assess the evaluation questions. The chart has three columns. The first column on the left lists the evaluation issues and questions; the middle column lists the indicators for each question; and the right-hand column lists the data source/methods for each question.

There are 12 rows, one for each of the three evaluation issues and nine evaluation questions. The evaluation questions are separated into the three issues:

Relevance – Does CFLC address actual needs?
Effectiveness – Has CFLC achieved its intended outcomes?
Efficiency – Are the most appropriate, efficient and economic means being used to achieve outcomes?

In the Relevance section, there is one evaluation question (EQ1): Is there an ongoing need for CFLC program activities? This question has two indicators and two sources/methods.

The following are the indicators for this question: Evidence/perceptions of the continued need for CFLC activities; and Presence/absence of other programs that complement or duplicate the objectives of CFLC.

The following are the data sources/methods for this question: document review and key informant interviews.

In the Effectiveness section, there are four evaluation questions. The first of these (EQ2) is: Does CFLC contribute to enhanced engagement and communication with its target audiences (e.g., reservists, public and private sectors, diverse communities) to increase passive recruiting attraction to the reserve force? This question has seven indicators and four sources/methods.

The following are the indicators for this question: Evidence of/views on the extent CFLC programs have contributed to enhanced engagement and communication with its target audiences; Trend analysis of number of Outreach events per year; Levels of participation (i.e., percentage of target employers/academic institutions that attended an event/activity); Percentage of activities executed by sector (e.g., strategic partners, internal DND/CAF, private sector business & labour organizations, private sector, public services and education); Evidence of/views on the extent that CFLC contributes to increased passive recruiting attraction to the reserve force; Recruitment rates; and Retention rates.

The following are the data sources/methods for this question: document review, key informant interviews, review of performance data, and direct observation.

The next evaluation question (EQ3) is: Do CFLC programs contribute to increased awareness of the value of the reserve service and the skills of reservists among Canadian employers, educational institutions, and other target groups (e.g., communities and groups currently under-represented in the Reserve Force)? This question has six indicators and four sources/methods.

The following are the indicators for this question: Evidence that employers and educational institutions are aware and informed of the value of the reserve service and the skills of reservists; Levels of public support – public awareness and perception; Percentage of Canadian employers that are aware of the Employer Support Program; Percentage of the Canadian employers with a positive perception of the Reserve Force; Evidence of/views on the extent CFLC contributes to increased awareness of the value of the reserve service among its target groups in support of diversity and inclusion; and Percentage of recruits from designated groups and communities.

The following are the data sources/methods for this question: document review, key informant interviews, review of performance data, and direct observation.

The next evaluation question (EQ4) is: To what extent does CFLC contribute to influencing policy development on issues related to the Reserve Force and support other reserve-specific initiatives? This question has two indicators and two sources/methods.

The following are the indicators for this question: Evidence of/views on the extent that CFLC contributes to policy development related to the Reserve Force and reserve-specific initiatives; and Evidence of/views on the extent that CFLC contributes to harmonizing JPL at the federal/provincial/territorial levels.

The following are the data sources/methods for this question: document review and key informant interviews.

The next evaluation question (EQ5) is: To what extent do CFLC programs contribute to enhancing support from employers and educational institutions through military leave policies and student-reservist policies? This question has six indicators and three sources/methods.

The following are the indicators for this question: Evidence of/views on the extent that CFLC programs contribute to increased number of employers who have adopted military leave policies; Number of reserve friendly HR policies; Evidence of/views on the extent that CFLC programs contribute to increased number of educational institutions who have adopted student-reservist policies; Evidence of/views on the extent CFLC programs contribute to enhanced overall support of reservists from employers and educational institutions and improvements in existing leave policies; Extent that reservists are comfortable informing their employers/educators they are in the reserves; and Extent that reservists are confident that their employer/educator would grant them time off for their military duties.

The following are the data sources/methods for this question: document review, key informant interviews, and review of performance data.

In the Efficiency section, there are four evaluation questions. The first of these (EQ6) is: Are CFLC programs implemented in an economical manner? This question has five indicators and four sources/methods.

The following are the indicators for this question: Evidence of/views on whether CFLC activities are delivered in a cost-effective manner; Views on whether the progress made towards expected outcomes is adequate for the resources expended; Proportion of CFLC spending on key Outreach activities according to current CFLC strategic priorities; Trend analysis of program resources (expenditures and full-time employees); and Amount of CFLC funding as a proportion of the overall Defence budget.

The following are the data sources/methods for this question: document review, review of financial and hr information, review of performance data, and key informant interviews.

The next evaluation question (EQ7) is: Is the design of CFLC and its programs appropriate and efficient? This question has two indicators and three sources/methods.

The following are the indicators for this question: Views on whether CFLC uses the right mix of programs and activities to achieve its objectives; and Evidence of/views on the appropriateness and efficiency of CFLC’s volunteer-based structure.

The following are the data sources/methods for this question: document review, review of performance data, and key informant interviews.

The next evaluation question (EQ8) is: Are CFLC programs delivered in an efficient manner? This question has six indicators and four sources/methods.

The following are the indicators for this question: Evidence of/views on overall efficiency of program delivery and administration; Evidence of/views on whether there is sufficient communication and coordination between program stakeholders; Clarity of roles and responsibilities for program delivery; Evidence of/views on whether appropriate internal policies and strategic directives are in place to guide the delivery of CFLC activities; Evidence of/views on how the efficiency of program activities can be improved and alternative ways of delivering program activities and outputs; and Evidence of/views on external factors that affect program delivery and CFLC’s ability to adapt to these influences and remove barriers to successful delivery.

The following are the data sources/methods for this question: document review, key informant interviews, review of performance data, and review of financial and HR information.

The last evaluation question (EQ9) is: Does CFLC have appropriate program performance measures and data collection in place? This question has four indicators and three sources/methods.

The following are the indicators for this question: Presence/absence of appropriate performance measurement framework and data collection tools; Evidence of/views on the extent that CFLC collects appropriate program performance data to assess the achievement of results in a systematic manner; Evidence of/views on whether CFLC’s performance measurement and data collection are used to support strategic decision-making; and Evidence of/views on efficiency of data sharing and dissemination among key stakeholders.

The following are the data sources/methods for this question: review of performance data, key informant interviews, and document review.

Figure E-1 Details - CFLC Structure

Figure E-1 Summary:

This chart shows the relationship among the internal stakeholders involved in the CFLC Program. On the left half there are seven blue boxes representing the CAF component. The top box reads CDS, with the following boxes in descending order, connected one to the other by a solid line: VCDS, CRES, Executive Director Employer Support, Regional Liaison Officers x 5, and Liaison Officers/Regional CWOs x 27. To the left of the Regional Liaison Officers box, and connected by a line to Executive Director Employer Support, is a box entitled Secretariat.

At the top of the chart in the middle is a white box entitled MND. This box is connected by a solid line to the CDS box on the left half and the National Chair CFLC box on the right half of the chart. On the right bottom half there are five orange-coloured boxes, representing the volunteer network. Directly below the MND box, and at the same level as the Executive Director Employer Support box, is the National Chair CFLC. Immediately below that, side by side, are Strategic Planner and Vice Chair CFLC. Below that is Provincial/Territorial Chairs x 12 (at the same level as Regional Liaison Officers), and at the bottom is CFLC Volunteer Members (at the same level as Liaison Officers/Regional CWOs).

There is a horizontal dashed line between Executive Director Employer Support and National Chair CFLC. There is another horizontal dashed line between Regional Liaison Officers and Provincial/Territorial Chairs.

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Footnotes

Footnote 1

Hereinafter referred to as ‘the CFLC Program’.

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Footnote 2

Abbreviated from Canadian Forces Liaison Council and Employer Support Program.

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Footnote 3

For the purposes of this report, the term “CFLC” is used to refer to the civilian volunteer network only. The “CFLC Program”, by contrast, covers all program activities, including those undertaken with DND/CAF resources, such as the Secretariat and Liaison Officers.

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Footnote 4

Update on the Clerk-Directive Initiative, July 23, 2017, National Defence CFLC.

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Footnote 5

Internal financial records.

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Footnote 6

Internal financial records. “Other O&M” includes O&M costs for In-Reach activities, unit events, National Council meetings, public affairs, and other non-administrative O&M. “Administration” covers O&M expenses for personnel administration, training and professional development, IM/IT, QUEST survey administration, CERP administration, travel, and other general administrative expenses.

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Footnote 7

Treasury Board Secretariat. Directive on Results, July 1, 2016. https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=31306. Last consulted on July 4, 2016.

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Footnote 8

The 2015 Reserve Force Retention Survey: Descriptive Results for the Primary Reserve. Table 6.

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Footnote 9

The 2015 Reserve Force Retention Survey: Descriptive Results for the Primary Reserve. Table 79.

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Footnote 10

The 2015 Reserve Force Retention Survey: Descriptive Results for the Primary Reserve. Figure 18.

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Footnote 11

Direct observation/field trips, interviews and performance data.

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Footnote 12

Canada Company Annual Report 2018: A Year of Change.

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Footnote 13

After Action Report- RCSU NW Coats Gimli August 2, 2018.

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Footnote 14

After Action Report- Maple Resolve 2018 - May 17-19, 2018.

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Footnote 15

CFLC Provincial Plan BC 2019.

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Footnote 16

CFLC With Glowing Hearts - Reserve Support Program. August 2019 Draft.

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Footnote 17

CFLC With Glowing Hearts – Reservist Support Program. July 2019. Draft. Prepared by Carolyn Patton, LCol Kevin Weidlich.

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Footnote 18

CFLC After Action Reports. CFLC Website and Social Media Pages; CFCL SK Council Meeting May 3, 2018; and 18.09.26- CFLC 101 to MNDO (CFCL 101 to MNDO).

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Footnote 19

FY 2011/12 is the last fiscal year for which this data is available prior to 2018/19.

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Footnote 20

CFLC After Action Reports, estimation based on a sample of 15 reports. Guests include both civilian and military attendees, except for CFLC representatives.

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Footnote 21

The 2015 Reserve Force Retention Survey: Descriptive Results for the Primary Reserve. Table 75, p. 80, and internal records. We compiled available data on the sectors represented by participants of CFLC awards and Executrek activities, and compared these to the sectors in which P Res members are employed. Overall, these CFLC initiatives seem to engage a representative group, although Executreks have over-representation from professional, scientific and technical services, manufacturing, and finance and insurance. Award winners are over-represented by retail trade and other services.

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Footnote 22

QUEST 2018 data.

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Footnote 23

The 2015 Reserve Force Retention Survey: Descriptive Results for the Primary Reserve.

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Footnote 24

DND Internal Records.

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Footnote 25

2017 and 2018 QUEST Survey Results Report (Data provided by CFLC Secretariat).

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Footnote 26

The 2015 Reserve Force Retention Survey: Descriptive Results for the Primary Reserve. Table 82.

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Footnote 27

CFLC Provincial Council Meeting December 6, 2018 - Minutes (PCM BC Minutes December 6, 2018); CFLC Provincial Council Meeting February 6, 2019 - Minutes (PCM BC Minutes February 6, 2019).

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Footnote 28

https://www.facebook.com/cflcca/. Stats as of December 11, 2019.

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Footnote 29

CFLC Provincial Council Meeting December 6, 2018 - Minutes (PCM BC Minutes December 6, 2018).

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Footnote 30

JPL & CERP Progress Report- Briefing Note to MND-Progress Report on Auditor General’s Spring 2016 Report #5- Army Reserve.

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Footnote 31

18.08-20- DVCDS in-brief (CFLC Brief to DVCDS), Slide 7.

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Footnote 32

MND Guidance to CFLC Chair (November 14, 2018).

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Footnote 33

Canadian Forces Liaison Council Programme Assessment, Business Plan and Civilian Human Resources Plan -Fiscal Year 2013-14.

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Footnote 34

2018 CFLC Mandate Letter Response.

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Footnote 35

2017 and 2018 QUEST Survey Results Report, and the 2015 Reserve Force Retention Survey: Descriptive Results for the Primary Reserve.

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Footnote 36

DND internal records. Expenditures represent direct O&M spending by internal order.

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Footnote 37

log scale base 10.

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Footnote 38

CFLC Strategic Plan 2016-2021 (CFLC Five Year Strategic Plan).

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Footnote 39

Internal financial records.

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Footnote 40

The 2015 Reserve Force Retention Survey: Descriptive Results for the Primary Reserve and QUEST 2017, 2018; The 2015 Reserve Force Retention Survey: Descriptive Results for the Primary Reserve. Figure 22. Note: The definition provided for “Outreach” includes In-Reach to DND/CAF and Executreks.

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Footnote 41

JPL & CERP Progress Report- CRES Briefing Note- AG JPL and CERP Recommendations Progress Report.

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Footnote 42

2018 CFLC Mandate Letter.

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Footnote 43

18.08-20- DVCDS in-brief (CFLC Brief to DVCDS).

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Footnote 44

Canadian Forces Liaison Council- Brief to Army Command Team Course (ED Brief to ComD Tm Cres).

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Footnote 45

18.09.26- CFLC 101 to MNDO (CFCL 101 to MNDO).

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Footnote 46

CFLC Provincial Plans.

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Footnote 47

CFLC Provincial Plans and CFLC Battle Rhythm for 2019/20.

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Footnote 48

Battle Rhythm Milestones – COS 2 year cycle.

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Footnote 49

QUEST is a new performance measurement initiative geared toward In-Reach activities. It is a questionnaire that gathers data on how reservists obtain time off to train/deploy/serve Canada. Aggregate results are provided to commanders at all levels to help improve reservist’s ability to take time off for training and operations and, concomitantly, assist retention.

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Footnote 50

Responsible and Responsive: A Governance Review of the Canadian Forces Liaison Council. By Dr. Michael O’Neill and Alison Smith. Institute on Governance Leading Expertise. March 2011.

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Footnote 51

Canadian Forces Liaison Council Programme Assessment, Business Plan and Civilian Human Resources Plan -Fiscal Year 2013-14; National Planning Framework Update 2018; National Planning Framework and Provincial Plans Overview 2018-19 (National Planning Framework- Provincial Plan Guidance); 2018 CFLC Mandate Letter Response.

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Footnote 52

CFLC Historical Stats - Program Costs; CFLC Financial Statement -FY1516 CFLC Budget Tracker; CFLC Financial Statement -FY1617 CFLC Budget Tracker; Bundled Event Request -FY1718 CFLC AHP; CFLC Provincial Plan BC 2019; Canadian Forces Liaison Council Programme Assessment, Business Plan and Civilian Human Resources Plan -Fiscal Year 2013-14 (indicator 9.2); Canadian Forces Liaison Council (CFLC) Annual Report 2011-2012 (indicator 9.2); QUEST 2018- Questionnaire on Unit Employer Support Targets (QUEST Presentation to CoC 2018).

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Footnote 53

QUEST 2018- Questionnaire on Unit Employer Support Targets (QUEST Presentation to CoC 2018).

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Footnote 54

Quest Presentation to CoC 2018.

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Footnote 55

The 2015 Reserve Force Retention Survey: Descriptive Results for the Primary Reserve. DND/CAF, 2016.

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Evaluation of Canadian Forces Liaison Council and Employer Support Program

Table of Contents

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Assistant Deputy Minister (Review Services)

Overall Assessment

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Annex C—Logic Model

Annex D—Evaluation Matrix

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