2008-5 Public Affairs Planning and Program Delivery

Cadets and Junior Canadian Rangers Group Order (CJCR Gp O)

On this page

  1. Identification
  2. Abbreviations
  3. Definitions
  4. Policy
  5. Public Affairs Plannings
  6. Strategic Public Affairs Plans
  7. Communication Battle Rhythms
  8. Public Affairs Training
  9. Publication
  10. References

1. Identification

Date of Issue: 2021-05-04

Date of Verification: N/A

Application: This is an order that applies to members of the Canadian Armed Forces (CAF) and a directive that applies to Civilian Instructors and employees of the Department of National Defence (DND) employed within the Cadets and Junior Canadian Rangers (CJCR).

Supersession N/A

Approval Authority: This order is issued under the authority of the Comd CJCR.

Office of Primary Interest (OPI): CJCR HQ COS

Enquiries: CJCR Senior PAO

2. Abbreviations

Abbreviation Complete Word or Phrase
CJCR Cadets and Junior Canadian Rangers
COATS Cadet Organizations Administration and Training Service
DAPA Director Army Public Affairs
DAOD Defence Administrative Orders and Directives
JCR Junior Canadian Rangers
PA Public Affairs
PAO Public Affairs Officer
RCSU Regional Cadet Support Unit
VCDS Vice Chief of the Defence Staff

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3. Definitions

Communication Battle Rhythm. A deliberate cycle of command, coordination and activities with the goal to synchronize current and future operations as they relate to communications.

Qualified Cadet Correspondent. A cadet who has completed the Cadet Correspondent Training and is filling a role within a corps/squadron, regionally directed activities, nationally directed activities, or cadet training centre in support of the public affairs function.

Cadet Leagues. The Navy League of Canada, the Army Cadet League of Canada, and the Air Cadet League of Canada are collectively referred to as the Cadet Leagues.

Public Affairs Plan. As per DAOD 2008-5, Public Affairs Planning and Program Delivery.

Public Affairs Training. As per DAOD 2008-5, Public Affairs Planning and Program Delivery.

Strategic Public Affairs Plan. As per DAOD 2008-5, Public Affairs Planning and Program Delivery.

4. Policy

4.1 The CJCR must be visible, accessible and answerable to the public it serves through the delivery of high-quality PA programs, materials and activities that inform the public of CJCR policies, programs, services, operations, activities and initiatives. These objectives are to be achieved in a manner that is accurate, complete, objective, open within the law, timely, relevant and understandable.

4.2 PA investments must be planned, managed, coordinated, and allocated to maximize return on investments.

4.3 PA materials must meet basic standards in terms of language quality, clarity, accessibility and availability.

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5. Public Affairs Planning

5.1 The purpose of creating a PA plan is to ensure that PA strategic and operational requirements are established and prioritized prior to the implementation of PA activities and resources.

5.2 In order to be successful in meeting command objectives, it is imperative that PA teams are incorporated within the overall strategic and operational planning processes so that strategies and tactics (or activities) are complimentary and meet the desired intent of the Commander.

5.3 RCSUs are to ensure that the Regional PAO creates an annual Regional PA Plan and is engaged in planning and operations that occur within the RCSU, so that a recommended PA plan or communications approach can be produced as necessary for additional activities.

6. Strategic Public Affairs Plans

6.1 With the incorporation of the Director General PA Strategic Plan, CJCR will produce a Strategic Communications Plan at minimum once every five years to outline the direction for the CJCR. It will be:

  1. developed in consultation with RCSU Commands and the VCDS PA as applicable;
  2. reviewed by the RCSUs and collaborating parties such as DAPA and the Cadet Leagues; and
  3. approved by Comd CJCR prior to implementation.

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7. Communication Battle Rhythms

7.1 A communication battle rhythm will be developed annually for the Cadets and JCRs separately, to include how and when each stakeholder will be engaged in the planning process. Stakeholders are to be consulted during the development and agree to the finalized communication battle rhythm.

7.2 Stakeholders are to include the Cadet Leagues, DAPA, RCSU PA Teams, and VCDS PA where applicable.

8. Public Affairs Training

COATS Training

8.1 PA training is essential to building and maintaining an effective PA capacity throughout the Canadian Cadet Organizations.

8.2 In accordance with the PA Training section of DAOD 2008-5, Public Affairs Planning and Program Delivery, appropriate PA elements must be incorporated into the development and delivery of COATS training programs, specifically the Basic Officer Training Course, and leadership and management development courses.

8.3 In addition to this, it is recommended that PA and media awareness training occur on an annual basis for all COATS members as a part of their yearly training updates, provided in conjunction with J7 and PA.

8.4 PA Qualification courses such as those designed to train PAOs and Unit Public Affairs Representatives are the responsibility of the Defence Public Affairs Learning Centre and are managed as such. The CJCR Senior PAO will liaise directly with the Defence Public Affairs Learning Centre to coordinate appropriate candidates.

Cadet Correspondent Training

8.5 Cadet correspondent training is a five-module workshop that is available to cadets who have completed their third year of cadet training. At the conclusion of the workshop, the participants are considered Qualified Cadet Correspondents.

8.6 RCSUs may conduct and facilitate a maximum of two serials per year to assist in building their network of qualified cadets.

8.7 Additional courses may be run as a part of a cadet training centre or as a nationally directed activity.

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9. Publication

Frequency of Publication

9.1 Annual or more frequent review and updates, as required.

Errors/Omissions or Suggestions

9.2 Users of CJCR Gp Orders are encouraged to identify any errors, omissions or suggested orders to the attention of CJCR HQ J1 Policy.

10. References

Source References

Related References

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