5520-1 Cadet Organizations Administration and Training Service - Succession Planning

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

1. Identification

• Date of Issue: 2020-07-23
• Date of Verification: 2026-07-08
• Application: This is an order that applies to all Cadet Organizations Administrative and Training Service members.
• Supersession: N/A
• Approval Authority: This order is issued under the authority of the Commander Cadets and Junior Canadian Rangers Group.
• Office of Primary Interest: Cadets and Junior Canadian Rangers Group Chief of Staff
• Enquiries: Cadets and Junior Canadian Rangers Group Deputy Chief of Staff Personnel

2. Abbreviations

Abbreviation	Complete Word or Phrase
APS	Active Posting Season
CAF	Canadian Armed Forces
CIC	Cadet Instructor Cadre
CJCR Gp	Cadets and Junior Canadian Rangers Group
COATS	Cadet Organizations Administration and Training Service
Comd	Commander
CWO	Chief Warrant Officer
DComd	Deputy Commander
DCOS Pers	Deputy Chief of Staff Personnel
Fmn	Formation
HLRR	Higher level ranking review
MAP	Member Aspiration Profile
MPRR	Member Personnel Record Resume
N-PMB	National Personnel Management Board
PAR	Performance Appraisal Report
PMB	Personnel management board
RCSU	Regional Cadet Support Unit
REO	Reserve Employment Opportunity
SOU	Statement of Understanding
SP	Succession planning

3. Policy

Context

• 3.1 The CIC is a CAF occupation within the COATS Reserve sub-component that delivers and supports the programs of the CJCR Gp. Under the authority of the CDS directive CAF Command and Control of the Canadian Cadet Organizations and the Cadet Organizations Administration and Training Service Reserve Force Sub-Component, the Comd CJCR Gp is committed to a SP process that objectively assesses the potential of COATS personnel for command, leadership, key staff appointments, and full-time employment opportunities across the formation, including CJCR Gp Headquarters, RCSUs and other training establishments. This order applies to all COATS personnel being considered for such positions and amplifies the career management principles outlined in Canadian Armed Forces Military Personnel Instruction 20/04. Succession planning supports both institutional requirements and individual development by identifying and preparing members with leadership potential, ensuring they receive appropriate developmental opportunities and experiences. The process will be aligned with CJCR Gp strategic objectives and future capability requirements to maintain leadership continuity and operational effectiveness.
• 3.2 The process includes the establishment and maintenance of the SP list which is updated annually from the PAR files advancing to the annual HLRR board. While the SP cycle is conducted annually, succession management will consider both immediate requirements and a longer-term planning horizon of two years or more to support development and readiness. Its execution is achieved through appointments, promotions, and career development plans. SP applies to all Capt/Lt(N), Maj/LCdr and above and MWO/CPO2 and above, who’s PAR files advanced to the HLRR board. Being part of the SP list does not guarantee an appointment or promotion for a member. The Fmn SP list is not a promotion list, but a list of pooled individuals identified and ready to occupy identified positions within the Fmn. When considering personnel from the SP list for available positions, the chain of command will consider PAR performances and potential ratings, MAPs, and all relevant information within a member’s MPRR. All Fmn SP activities will be reviewed through a Gender Based Analysis Plus lens to identify and eliminate unintended barriers to equality in the workforce.

4. CJCR Gp SP Cycle

• 4.1 The CJCR Gp SP cycle is an annual process designed to be aligned with the CAF Performance and Competencies Evaluation (PaCE) process and the Regular Force APS. It relies on four mutually supporting steps and should start in May. This timeline aligns with the preparation for the next training year at a corps/squadron and with the Regular Force APS where positions that will not be filled by Regular Force can be identified for COATS members to fill. The cycle is conducted at unit and formation levels and is by design asynchronous in execution to support a Fmn level SP. Each step considers the unique characteristics of both the COATS sub-component and Reserve Force service:
  1. Step 1 – Identify key and/or critical positions that require staffing within the next 12 to 24 months within the Fmn.
  2. Step 2 –Supervisors will conduct career discussions with those members whose files advanced to the HLRR board to validate member’s MAP and MPRR information.
  3. Step 3 – The Fmn SP List will be reviewed and updated through a N-PMB process.
  4. Step 4 – Personnel selected to fill a position will be based up on the SP List, organizational requirements, and a bona fide career management decision that supports a career plan for the individual as per ref C. This process will be conducted through a N-PMB. Where no suitable personnel are identified for the position, or no candidate accepts the position, the position may be filled through a REO process in accordance with CJCR Gp Order 5520-2, Reserve Service Opportunities – 90 or More Consecutive Days. At any point in the 12-month period where a position becomes vacant or an unplanned SOU ends, a N-PMB will be held to fill the position with personnel on the SP list or from files as a result of a REO.

5. Personnel Management Board

• 5.1 The purpose of the N-PMB is to identify members for positions to fill the needs of the organization and to align with the career progression model from the occupational specifications. N-PMBs will conduct calibrated discussions to ensure consistency, mitigate bias, and support objective decision-making.
• 5.2 PMBs are convened as follows:
  1. N-PMB (officers). Chaired by DComd, membership is RCSU Commanding Officers, Fmn Chief of Staff, secretary from DCOS Pers. Recommend to Comd.
  2. N-PMB (NCMs). Co-chaired by DComd and Fmn CWO, membership is Regional CWOs and Fmn Headquarters CWO, secretary from DCOS Pers. Recommend to Comd.

6. Publication

• 6.1 Publication and review of CJCR Gp Orders and CJCR Gp Instructions are conducted in accordance with CJCR Gp Order 1000-0, Foundation Framework for CJCR Gp Orders and Instructions.

Frequency of Publication

• 6.2 A periodic review of CJCR Gp Orders and CJCR Gp Instructions will be initiated every five years, or more frequently if necessary.

Errors/Omissions or Suggestions

• 6.3 Readers of CJCR Gp Orders and CJCR Gp Instructions are encouraged to identify any errors, omissions, or suggested orders to the attention of CJCRPol-PolCRJC@forces.gc.ca.

7. References

Source References

• CAFMPI 04/24 Talent Management and Succession Planning
• CAFMPI 20/04 Administrative Policy of Class "A", Class "B" and Class "C" Reserve Service
• CDS Directive: CAF Command and Control of the Canadian Cadet Organizations and the Cadet Organizations Administration and Training Service Reserve Force Sub-Component, 2 Feb 18
• CJCR Gp Order 5520-2, Reserve Service Opportunities – 90 or More Consecutive Days
• Military Employment Structure - COATS

Related References

• DND Succession Planning Guide for Managers (2010)