CF Morale and Welfare Programs A Holistic Approach

1. Good morning I�m Bob Smith and I�m filling in for Brigadier General Dave Martin � the Director General Personnel and Family Support Services. This morning I will be providing an overview of what personnel and family support services are all about, where we�ve come from, where we are heading, the challenges that we are facing, and how we fit in with CMP�s Fight of Tomorrow. Next slide pleaseGood morning I�m Bob Smith and I�m filling in for Brigadier General Dave Martin � the Director General Personnel and Family Support Services. This morning I will be providing an overview of what personnel and family support services are all about, where we�ve come from, where we are heading, the challenges that we are facing, and how we fit in with CMP�s Fight of Tomorrow. Next slide please

2. Agenda Conference Overview and Objectives DGPFSS Mission, Vision, Roles DGPFSS Functions Organization Challenges and Initiatives Questions

3. Conference Overview and Objectives Provide focus on current and topical Morale and Welfare issues and activities Care of the injured Family Support Health and Fitness Strategy Non-Public Property Governance New Deal Organizational transformation Enable dialogue among CF leadership, key stakeholders and practitioners Share information and updates Networking opportunities

4. Vision and Mission DGPFSS Vision Leadership and excellence in the provision of morale and welfare programs DGPFSS Mission To contribute to the operational readiness and effectiveness of the Canadian Forces by enhancing the morale and welfare of CF members and their families The Director General Personnel and Family Support Services vision is �Leadership and excellence in the provision of morale and welfare and casualty support programs� And our assigned mission is �To contribute to the operational readiness and effectiveness of the Canadian Forces by enhancing the morale and welfare of CF members and their families� Next slide pleaseThe Director General Personnel and Family Support Services vision is �Leadership and excellence in the provision of morale and welfare and casualty support programs� And our assigned mission is �To contribute to the operational readiness and effectiveness of the Canadian Forces by enhancing the morale and welfare of CF members and their families� Next slide please

5. DGPFSS Roles Managing Director Non-Public Property (NPP) Level 2 responsible for Public Funded Morale and Welfare (MW) programs CEO, Staff of Non-Public Funds, Canadian Forces

6. Role � Managing Director NPP Appointed by CDS Assist CDS in fulfilling his NDA statutory NPP governance and management obligations and responsibilities NPP policies, procedures and accountability framework Operate all national NPP programs and activities Oversight of all NPP programs and activities Recommendations to CDS on all NPP issues requiring CDS approval

7. Role - Level 2 � Public Funded Programs Public Funding Corporate Account C 108 � Military Family Services Corporate Account C 109 � Personnel Support Programs Operating Budget � Casualty Support Management NDHQ Staff Function for Public funded MW Line and Field delivery for Military Family Services and Casualty Support Integral to delivery of all Public Funded MW Funding relationship Employer relationship

8. Personnel and Family Support Services This chart portrays the relative values of business � the C108 and C109 Public funded programs represent somewhat less than 20% or less than $100 million out of the nearly $600 million of activity that we manage. Next slide pleaseThis chart portrays the relative values of business � the C108 and C109 Public funded programs represent somewhat less than 20% or less than $100 million out of the nearly $600 million of activity that we manage. Next slide please

9. Role � CEO, Staff of the Non-Public Funds, Canadian Forces Staff of the Non-Public Funds, Canadian Forces: �Separate Agency� within Public Administration of Canada Schedule V to the FAA Not CF or DND Employees, but are Public Servants as part of the federal public administration Employer is HMQ as represented by Staff of the Non-Public Funds, Canadian Forces

10. Staff of the Non-Public Funds, Canadian Forces (cont�d) MND and CDS authority delegated to DGPFSS for Establishing rates of compensation and conditions of employment All aspects of collective bargaining Establishing and operating employee pension plans Establishing and operating employees benefits plans Approving and implementing organization structures and position management The most significant point here is that, although we are subject to the majority of employment-related legislation (such as EE and OL), we are not required to follow related TB policy/procedures. This allows CFPSA to develop streamlined procedures that protect the spirit of the legislation but are tailored to the needs of the organization. However, it is also important to note that �good and fair management� is critical and our more flexible and adaptable infrastructure does not imply that management can do �whatever they wish�.The most significant point here is that, although we are subject to the majority of employment-related legislation (such as EE and OL), we are not required to follow related TB policy/procedures. This allows CFPSA to develop streamlined procedures that protect the spirit of the legislation but are tailored to the needs of the organization. However, it is also important to note that �good and fair management� is critical and our more flexible and adaptable infrastructure does not imply that management can do �whatever they wish�.

11. Staff of the Non-Public Funds, Canadian Forces (cont�d) Approving job descriptions, job evaluations and job classifications Establishing and operating disciplinary, grievance and harassment prevention and ethics processes Making appointments Making dismissals The most significant point here is that, although we are subject to the majority of employment-related legislation (such as EE and OL), we are not required to follow related TB policy/procedures. This allows CFPSA to develop streamlined procedures that protect the spirit of the legislation but are tailored to the needs of the organization. However, it is also important to note that �good and fair management� is critical and our more flexible and adaptable infrastructure does not imply that management can do �whatever they wish�.The most significant point here is that, although we are subject to the majority of employment-related legislation (such as EE and OL), we are not required to follow related TB policy/procedures. This allows CFPSA to develop streamlined procedures that protect the spirit of the legislation but are tailored to the needs of the organization. However, it is also important to note that �good and fair management� is critical and our more flexible and adaptable infrastructure does not imply that management can do �whatever they wish�.

12. Staff of the Non-Public Funds, Canadian Forces (cont�d) Staff of NPF is separate and distinct from NPP No monetary or other interest in NPP Exists as an employment instrument Employees should only be used in positions with duties directly related to approved morale and welfare programs The most significant point here is that, although we are subject to the majority of employment-related legislation (such as EE and OL), we are not required to follow related TB policy/procedures. This allows CFPSA to develop streamlined procedures that protect the spirit of the legislation but are tailored to the needs of the organization. However, it is also important to note that �good and fair management� is critical and our more flexible and adaptable infrastructure does not imply that management can do �whatever they wish�.The most significant point here is that, although we are subject to the majority of employment-related legislation (such as EE and OL), we are not required to follow related TB policy/procedures. This allows CFPSA to develop streamlined procedures that protect the spirit of the legislation but are tailored to the needs of the organization. However, it is also important to note that �good and fair management� is critical and our more flexible and adaptable infrastructure does not imply that management can do �whatever they wish�.

13. NPF Employees by Status Around 5500 employees � different from day to day due to seasonal variations (golf, curling, soccer camps etc.) and requirement to staff mess functions. Define F/T (37.5 or 40 hours per week) � ex. HQ, PSP, SISIP P/T (up to 28-32 hours per week) � ex. Canex most prevalent Casual (less than 1/3 normal working hours) � ex. Lifeguards, mess functions Other � folks on LTD etc. NOTE: within F/T and P/T we also have a considerable number of seasonal employees � working golf courses, arenas for ex. Around 5500 employees � different from day to day due to seasonal variations (golf, curling, soccer camps etc.) and requirement to staff mess functions. Define F/T (37.5 or 40 hours per week) � ex. HQ, PSP, SISIP P/T (up to 28-32 hours per week) � ex. Canex most prevalent Casual (less than 1/3 normal working hours) � ex. Lifeguards, mess functions Other � folks on LTD etc. NOTE: within F/T and P/T we also have a considerable number of seasonal employees � working golf courses, arenas for ex.

14. DGPFSS Mandate To have Non-Public Property programs and activities equitably available at all CF locations providing a value proposition unique to the military community, which enhances the morale and welfare benefit to CF personnel, former members and their families and reflects their �ownership� To have the right, relevant and accessible Public funded morale and welfare programs in place for CF personnel and their families that reflect leadership, caring and compassion and enhance the operational readiness of the CF Synergized and seamless Public and Non-Public MW programs and program delivery

15. DGPFSS Functions(cont�d) Personnel Support Programs, including Family Services Health and Fitness Military Sports Messes Community Recreation and Specialty Interest Deployed Operations Casualty Support Management Retail Services Personnel Financial Services NPP support services (CFCF, Accounting, HR, IM/IT) Accommodation Policy Drug Testing coordination

16. Organization DGPFSS Background Stood up 1 May 08 Canadian Forces Personnel Support Agency (CFPSA) Director Casualty Support Administration (DCSA) Elements of Director Quality of Life (DQOL) Enhanced responsibilities for family services, casualty support and military fitness Provide a single focus within CMP for all MW DGPFSS was stood up on the 1st of May this year and includes all of the former Canadian Forces Personnel Support Agency � CFPSA - , the Director of Casualty Support Administration � DCSA -, and elements of the Director Quality of Life � DQOL. The creation of DGPFSS was intended to consolidate personnel and family support services across the Canadian Forces under a single organization, establish a clearly defined chain of command, align effort by major lines of operation with an output focus and build in capacity to coordinate and synergize across the organization and lines of operation � in essence to break down the silos. At the same time these organizational elements were being brought together, the DGPFSS mandate included enhanced responsibilities for family services, casualty support and military fitness. Next slide pleaseDGPFSS was stood up on the 1st of May this year and includes all of the former Canadian Forces Personnel Support Agency � CFPSA - , the Director of Casualty Support Administration � DCSA -, and elements of the Director Quality of Life � DQOL. The creation of DGPFSS was intended to consolidate personnel and family support services across the Canadian Forces under a single organization, establish a clearly defined chain of command, align effort by major lines of operation with an output focus and build in capacity to coordinate and synergize across the organization and lines of operation � in essence to break down the silos. At the same time these organizational elements were being brought together, the DGPFSS mandate included enhanced responsibilities for family services, casualty support and military fitness. Next slide please

17. DGPFSS Organization � 1 May 08 This chart shows how DGPFSS has been structured since the 1st of May. There is still some tweaking going on which will likely result in a few changes over the next several months. Essentially, there are four delivery arms � SISP financial services, CANEX retail services, Personnel Support Programs and Casualty Support managements, with the other elements supporting these delivery arms. Next slide please This chart shows how DGPFSS has been structured since the 1st of May. There is still some tweaking going on which will likely result in a few changes over the next several months. Essentially, there are four delivery arms � SISP financial services, CANEX retail services, Personnel Support Programs and Casualty Support managements, with the other elements supporting these delivery arms. Next slide please

18. Organizational Issues Current construct (NDHQ DG) Does not reflect primarily exists as field service delivery operation Does not reflect correct organizational status 6 DG equivalent organizations report to DGPFSS Does not reflect the 3 DGPFSS roles �Director General Personnel and Family Support Services� � name does not resonate Real and ongoing need for senior military presence Organization and establishment requirements for NPP are not recognized Stovepipe structure and operations based � requires greater internal strategic focus and capability DGPFSS was stood up on the 1st of May this year and includes all of the former Canadian Forces Personnel Support Agency � CFPSA - , the Director of Casualty Support Administration � DCSA -, and elements of the Director Quality of Life � DQOL. The creation of DGPFSS was intended to consolidate personnel and family support services across the Canadian Forces under a single organization, establish a clearly defined chain of command, align effort by major lines of operation with an output focus and build in capacity to coordinate and synergize across the organization and lines of operation � in essence to break down the silos. At the same time these organizational elements were being brought together, the DGPFSS mandate included enhanced responsibilities for family services, casualty support and military fitness. Next slide pleaseDGPFSS was stood up on the 1st of May this year and includes all of the former Canadian Forces Personnel Support Agency � CFPSA - , the Director of Casualty Support Administration � DCSA -, and elements of the Director Quality of Life � DQOL. The creation of DGPFSS was intended to consolidate personnel and family support services across the Canadian Forces under a single organization, establish a clearly defined chain of command, align effort by major lines of operation with an output focus and build in capacity to coordinate and synergize across the organization and lines of operation � in essence to break down the silos. At the same time these organizational elements were being brought together, the DGPFSS mandate included enhanced responsibilities for family services, casualty support and military fitness. Next slide please

20. Challenges & Initiatives Military Family Services DMFS now responsible for CF Family Strategy, Policy and Services AFC approved Covenant 24 Jun 08 � We recognize the important role families play in enabling the operational effectiveness of the Canadian Forces and we acknowledge the unique nature of military life. We honour the inherent resilience of families and we pay tribute to the sacrifices of families made in support of Canada. We pledge to work in partnership with the families and the communities in which they live. We commit to enhancing military family life. Turning to Military Family Services, on 24 June 2008, AFC approved the new Family Covenant as shown on this slide Next slide pleaseTurning to Military Family Services, on 24 June 2008, AFC approved the new Family Covenant as shown on this slide Next slide please

21. Challenges & Initiatives (cont�d) Casualty Support Management Establish Joint Personnel Support Unit 1st phase � 8 Integrated Personnel Support Centres Follow on - detachments all Bases / Wings �Through an integrated and individual-centric service delivery model, ensure the coordination and facilitation of standardized, high quality, consistent care and administrative support during all phases of recovery, rehabilitation, and reintegration on return to service or transition following release, for all injured and ill Canadian Forces members and veterans, and their families Provide integrated �one-stop service� for all injured and ill CF personnel and their families Casualty Support Management is being significantly enhanced through the establishment of Casualty Support Unit. Regional centres are standing up in Edmonton, Gagetown, Petawawa, Valcartier and Shilo this October, and remaining regional centres will be standing up in January 2009. The initial implementation will be complete in all regions and members transferred from the SPHL to the Casualty Support Unit by April 2009. There will be detachments at all bases and wings. The goal is to provide one-stop service to all injured and ill CF personnel and their families as detailed on this slide. Next slide pleaseCasualty Support Management is being significantly enhanced through the establishment of Casualty Support Unit. Regional centres are standing up in Edmonton, Gagetown, Petawawa, Valcartier and Shilo this October, and remaining regional centres will be standing up in January 2009. The initial implementation will be complete in all regions and members transferred from the SPHL to the Casualty Support Unit by April 2009. There will be detachments at all bases and wings. The goal is to provide one-stop service to all injured and ill CF personnel and their families as detailed on this slide. Next slide please

22. Health and Fitness Strategy Ongoing implementation liaison Researchers working with each ECS Staffing 31 fitness instructors and specialist hired, plus Research team, environmental advisors, Soldier On program Progressing well on staffing vacant positions Continue work on Web Express Hired coordinator for OUTCAN fitness testing Reserve Force testing True success will be measured with broad participation and transformed culture Challenges & Initiatives (cont�d) There will be a series of fitness and health delivery program enhancements. The staffing of the Director of Fitness with a Reserve Force Colonel is almost complete and an announcement should be made shortly. Program enhancements that are in various stages of commencing include research and development of physical fitness standards and programs, significantly increasing the physical fitness staff within the ECSs and at Base / Wing / Unit level, increasing health promotion staff and augmenting the soldier on program Next slide pleaseThere will be a series of fitness and health delivery program enhancements. The staffing of the Director of Fitness with a Reserve Force Colonel is almost complete and an announcement should be made shortly. Program enhancements that are in various stages of commencing include research and development of physical fitness standards and programs, significantly increasing the physical fitness staff within the ECSs and at Base / Wing / Unit level, increasing health promotion staff and augmenting the soldier on program Next slide please

23. Non-Public Property Streamlined Governance Progress New Deal SISIP FS Re-insurance Secure new sources of re-insurance for war coverage Examine Government as �backstop� Transition of Long Term Disability and Vocational Rehabilitation to Veterans Affairs AFC decision Jun 08 CANEX modernization and enhanced presence Store in NCR and distribution centre Challenges & Initiatives (cont�d) The NPP Board has approved a conceptual framework for modernizing the administration of NPP and which is being referred to as the New Deal. This scope of this project and approach has been discussed with Base and Wing Commanders and endorsed by all the ECSs. The CDS is scheduled to be briefed in mid October, which will initiate a series of sub-projects aimed at improving the equitability of program availability and funding distribution, developing a long term NPP capital plan, streamlining administration and implementing a comprehensive performance management framework. These sub-projects will take up to three years to complete. SISIP Financial Services will be seeking out new sources of re-insurance to sustain war coverage including examining the feasibility of engaging the Government as the backstop for the life insurance program. CANEX is developing modernization plans and opportunities to enhance its presence at more locations. Incidentally, a CANEX store will be opening in the NCR � located in the former premises of Value Village on Labelle Street, within the next few months. Next slide please The NPP Board has approved a conceptual framework for modernizing the administration of NPP and which is being referred to as the New Deal. This scope of this project and approach has been discussed with Base and Wing Commanders and endorsed by all the ECSs. The CDS is scheduled to be briefed in mid October, which will initiate a series of sub-projects aimed at improving the equitability of program availability and funding distribution, developing a long term NPP capital plan, streamlining administration and implementing a comprehensive performance management framework. These sub-projects will take up to three years to complete. SISIP Financial Services will be seeking out new sources of re-insurance to sustain war coverage including examining the feasibility of engaging the Government as the backstop for the life insurance program. CANEX is developing modernization plans and opportunities to enhance its presence at more locations. Incidentally, a CANEX store will be opening in the NCR � located in the former premises of Value Village on Labelle Street, within the next few months. Next slide please

24. Defence Community Banking Conversion to BMO and roll-out NPP IM/IT Connectivity (GDNS) Inter-connectivity with DWAN Strategic Communications Focused/targetted Increase understanding of NPP Increase understanding of Public Support Challenges & Initiatives (cont�d) The NPP Board has approved a conceptual framework for modernizing the administration of NPP and which is being referred to as the New Deal. This scope of this project and approach has been discussed with Base and Wing Commanders and endorsed by all the ECSs. The CDS is scheduled to be briefed in mid October, which will initiate a series of sub-projects aimed at improving the equitability of program availability and funding distribution, developing a long term NPP capital plan, streamlining administration and implementing a comprehensive performance management framework. These sub-projects will take up to three years to complete. SISIP Financial Services will be seeking out new sources of re-insurance to sustain war coverage including examining the feasibility of engaging the Government as the backstop for the life insurance program. CANEX is developing modernization plans and opportunities to enhance its presence at more locations. Incidentally, a CANEX store will be opening in the NCR � located in the former premises of Value Village on Labelle Street, within the next few months. Next slide please The NPP Board has approved a conceptual framework for modernizing the administration of NPP and which is being referred to as the New Deal. This scope of this project and approach has been discussed with Base and Wing Commanders and endorsed by all the ECSs. The CDS is scheduled to be briefed in mid October, which will initiate a series of sub-projects aimed at improving the equitability of program availability and funding distribution, developing a long term NPP capital plan, streamlining administration and implementing a comprehensive performance management framework. These sub-projects will take up to three years to complete. SISIP Financial Services will be seeking out new sources of re-insurance to sustain war coverage including examining the feasibility of engaging the Government as the backstop for the life insurance program. CANEX is developing modernization plans and opportunities to enhance its presence at more locations. Incidentally, a CANEX store will be opening in the NCR � located in the former premises of Value Village on Labelle Street, within the next few months. Next slide please

25. Complete transformation � transition to Group structure Complete organization structure re-aligned with primary roles Resources Staff positions Challenges & Initiatives (cont�d) Our key activities over the next couple of years aimed at addressing the challenges and gaps include completing the transformation to the new DGPFSS structure through organizational re-alignment, addressing resource requirements through the business planning process, completing the staffing of approved positions and addressing our accommodation deficiencies. With respect to NPP Governance, a new DAOD is being staffed that reflects the new organizational structure and streamlines the NPP Board and committee structures. As well, in conjunction with ADM (Fin CS), preliminary work has been initiated to prepare an omnibus Treasury Board submission that would lead to publishing a new chapter within QR&O governing the administration of NPP and public support requirements, filling the regulation gap between the NDA and CFP 110 Next slide pleaseOur key activities over the next couple of years aimed at addressing the challenges and gaps include completing the transformation to the new DGPFSS structure through organizational re-alignment, addressing resource requirements through the business planning process, completing the staffing of approved positions and addressing our accommodation deficiencies. With respect to NPP Governance, a new DAOD is being staffed that reflects the new organizational structure and streamlines the NPP Board and committee structures. As well, in conjunction with ADM (Fin CS), preliminary work has been initiated to prepare an omnibus Treasury Board submission that would lead to publishing a new chapter within QR&O governing the administration of NPP and public support requirements, filling the regulation gap between the NDA and CFP 110 Next slide please

26. Questions Well, this was a bit of a whirlwind tour of the world of DGPFSS. I hope I have provided some useful information, and will be pleased to try and answer any questions you may have � either myself or other DGPFSS folks here today ThankyouWell, this was a bit of a whirlwind tour of the world of DGPFSS. I hope I have provided some useful information, and will be pleased to try and answer any questions you may have � either myself or other DGPFSS folks here today Thankyou