Evaluation of Basic Training List Management

ADM(DIA)
Assistant Deputy Minister (Data, Innovation and Analytics)
ADM(IM)
Assistant Deputy Minister (Information Management)
ADM(RS)
Assistant Deputy Minister (Review Services)
AMOR
Annual Military Occupation Review
ARA
Authorities, Roles and Accountabilities
Ares
Army Reserve
BMOQ
Basic Military Officer Qualification
BMQ
Basic Military Qualification
BTAG
Basic Training Administrative Guide
BTL
Basic Training List
BTLMS
Basic Training List Management System
CA
Canadian Army
CAF
Canadian Armed Forces
CANSOF
Canadian Special Operations Forces
CBI
Compensation and Benefits Instructions for the Canadian Forces
CDA
Canadian Defence Academy
CFINTCOM
Canadian Forces Intelligence Command
CFLRS
Canadian Forces Leadership and Recruit School
CFRG
Canadian Forces Recruiting Group
CMP
Chief of Military Personnel
COT
Compulsory Occupation Transfer
CTC
Combat Training Centre
D Mil C
Director of Military Careers
DAOD
Defence Administrative Orders and Directives
DMCA
Director Military Careers Administration
DMPGPC
Director Military Personnel Generation Planning and Coordination
DTA
Designated Training Authority
FTE
Flying Training Evaluation
FY
Fiscal Year
GBA+
Gender Based Analysis Plus
HR
Human Resources
HRMS
Human Resource Management System
IT
Information Technology
IT&E
Individual Training and Education
MILPERSGEN
Military Personnel Generation
MOS ID
Military Occupational Structure Identification
MPGG
Military Personnel Generation Group
MPGTG
Military Personnel Generation Training Group
NCM
Non-Commissioned Member
OCI
Office of Collateral Interest
OFP
Operationally Functional Point
Op GEN
Operation GENERATION
OPI
Office of Primary Interest
OSS
Occupation Speciality Specification
PARRA
Production, Attrition, Recruiting, Retention and Analysis
PAT
Personnel Awaiting Training
PLAR
Prior Learning Assessment and Recognition
PML
Preferred Manning Levels
RCAF
Royal Canadian Air Force
RCN
Royal Canadian Navy
SOP
Standard Operating Procedure
SSE
Canada’s defence policy: Strong, Secure, Engaged
SUTL
Subsidized University Training List
SWE
Salary and Wage Envelope
TA
Training Authority
TB
Treasury Board
TE
Training Establishment
TEE
Trained Effective Establishment
TES
Trained Effective Strength
VCDS
Vice Chief of the Defence Staff

Overall Assessment

  • BTL directives should be assessed to ensure alignment with DND/CAF policies and priorities.
  • BTL-related databases and Information Technology (IT) solutions should be harmonized to ensure a greater enterprise-wide tracking and controlling of members’ data.
  • Resourcing needs should be assessed to ensure sufficient capacity to support BTL training and operational oversight.
Table 1 Details - Summary of Key Findings and Recommendations
Table 2 Details - Expenditures on Individual Training and Professional Military Education, by standard object, fiscal years 2014/15 to 2017/18 ($ millions)
ADM(RS) Recommendation
Figure 1
Figure 1. CAF Occupations Understaffed. This bar graph shows the percentage of occupations understaffed, by environment.
Figure 1 Details - Percentage of occupations understaffed, by environment
Figure 2
Figure 2. Graduation Rates. This bar graph shows an international comparison of graduation rates from recruit training.
Figure 2 Details - Graduation rates from recruit training, by environment, international comparison


Similarly, there is currently no systematic tracking of graduation rates broken down by demographic grouping. SSE notes that the CAF has committed to an increase in its population of female members from 15 percent to 25 percent by 2026. The defence policy also prioritizes that activities and programs to grow the CAF should be inclusive of a Gender-based Analysis Plus (GBA+) lens. While BTL is impacted by this commitment, a systematic breakdown of personnel who completed BMQ/BMOQ and BTL up to OFP by gender and minority group is not currently available.

Overall, in the absence of systematic data on BTL duration and graduation rates, it is impossible to assess the extent to which BTL contributes to the outcome ensuring a sufficient number of trained members to OFP.

ADM(RS) Recommendation
ADM(RS) Recommendation
ADM(RS) Recommendation
Table 3 Details - Average time on PAT (days), selected occupations
ADM(RS) Recommendation
ADM(RS) Recommendation
ADM(RS) Recommendation

ADM(RS) Recommendation

ADM(RS) Recommendation

ADM(RS) Recommendation

Table B-1 Details - Categories of Interview Respondents
Table B-2 Details - Evaluation Limitations and Mitigation Strategies
Figure C-1
Figure C-1. Logic Model for BTL Management. This flowchart shows the relationship between the program’s main activities, outputs and expected outcomes.

Figure C-1 Details - Logic Model
Table D-1 Details - Evaluation Matrix
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