Civil Air Patrol Command Council Meeting

1. Civil Air PatrolCommand Council Meeting 1-2 March 2013 Arlington, VA

2. 2013-2014 CAP Strategic Plan Brig Gen Vazquez

3. CAP 2013-14 Strategic Plan CAP 2008-2012 Long Term Objectives • CAP provides the best quality training with sufficient availability to support CAP’s missions. • CAP garners the highest level of public trust – accountability and credibility across all echelons of the organization.  • CAP is the “resource of choice” for agencies requiring HLS, SAR, DR, CD, and other operational missions. • Our cadet leaders are the best trained and most experienced youth leaders in the US.  • Our leaders are the best trained and most experienced set of volunteer leaders in the US. • CAP is recognized as a leader in air and space education both to our members and to the general public.  • CAP is well known for each of our missions. • CAP has a diverse and adequate base of financial sources. • CAP is one of the 100 Best Volunteer Organizations in the US, and it is easy for our members to work within CAP.

4. CAP 2013-14 Strategic Plan Strategic Planning Meeting (25-26 June 2012, Arlington, VA) • Maj Gen John M. Speigel, USAF (Ret.), BoG • Mr. William A. Davidson, Jr., BoG • Brig Gen Joseph Vazquez, CAP/CV • Mr. Don Rowland, NHQ/CO • Col Paul D. Gloyd II, USAF, CAP-USAF/CC • Col Frank Buethe, CAP, SWR/CC • Dr. Carl D. Rehberg, AF/A8X • Maj Jeremy K. Hodges, USAF, AF/A3O-AH

5. CAP 2013-14 Strategic Plan Components of the New Strategic Plan • CAP VISION – “Civil Air Patrol, America’s Air Force auxiliary, building the nation’s finest force of citizen volunteers serving America.” • CAP MISSION STATEMENT – “Supporting America’s communities with emergency response, diverse aviation and ground services, youth development, and promotion of air, space and cyber power.” • PRIORITIES & GOALS – 6 New Priorities, each with multiple goals. • OBJECTIVES & METRICS – Tasks toward achieving goals, each with metrics (specific instructions) that are assigned to individuals or entities to complete by the end of a calendar year (2013 or 2014).

6. CAP 2013-14 Strategic Plan Components Example Priority 1: Obtain and sustain required CAP Funding Goal 1.1. Enable CAP to better fulfill assigned missions. Objective 1.1.1. Increase internal AF funding for aircraft and O&M and reimbursement from other federal agencies requesting CAP support. Metric 2013: Analyze major maintenance costs and utilization rates and determine rate to charge for full cost of maintenance to non-DoD customers. (LG, DO, FM) Metric 2014: Publish and begin using established rates. (DO, LG, FM) Objective 1.1.2. ……… Metric 2013: ………. Metric 2014: ……….

7. CAP 2013-14 Strategic Plan Features of the New Plan • Assigns responsibility to definite people or offices to achieve plan metrics. • Inclusion of the Board of Governors as one of the party’s responsible for metrics. • Alignment of CAP Priorities with Air Force Priorities. • Continuity with past CAP strategic plans.

8. CAP 2013-14 Strategic Plan RESPONSIBILITIES • Metrics Assignees include: • CAP National Headquarters [combined staff] • CAP-USAF • Board of Governors • CAP Wing, Region and Unit Commanders

9. CAP 2013-14 Strategic Plan Primary Missions of the U.S. Armed Forces CAP supports three of ten of the primary missions of the U.S. Armed Forces (Defense Strategic Guidance): • Defend the Homeland and Provide Support to Civil Authorities (directly supported) • Conduct Humanitarian, Disaster Relief, and Other Operations (directly supported) • Operate Effectively in Cyberspace and Space (indirectly supported)

10. CAP 2013-14 Strategic Plan U.S. Air Force Priorities CAP supports three of five Air Force priorities: • Partner with joint and coalition team to win today’s fight. • Develop and care for Airmen and their families. • Modernize our Air, Space, and Cyberspace inventories, organizations and training.

11. CAP 2013-14 Strategic Plan CAP’s 6 Priorities • Obtain and sustain required CAP funding. • Maximize CAP resources/skill sets to meet emerging mission areas. • Enhance awareness of CAP’s contributions and capabilities. • Develop “dynamic Americans and aerospace leaders” through the Cadet Program. • Expand AE/STEM education outreach initiatives to meet America’s future national defense workforce requirements. • Achieve institutional excellence.

12. CAP 2013-14 Strategic Plan Priority 1: Obtain and sustain required CAP funding • Goal 1.1: Enable CAP to better fulfill assigned missions. • Increase funding and reimbursement, other federal funds, corporate and private funds, development programs. • Goal 1.2: Stabilize acquisition of aircraft, vehicles, equipment, supplies, and other resources. • Resource validation, review long-range funding/recapitalization plan, methodology

13. CAP Funding by Appropriation Source: ABIDES PFY & 13PB

14. CAP 2013-14 Strategic Plan Priority 2: Maximize CAP resources/skill sets to meet emerging mission areas • Goal 2.1: Pursue new mission areas. • Border Reconnaissance, RPA training, opportunities from downsizing (federal agencies), methodology • Goal 2.2: Identify CAP gaps and capabilities. • RAND Project Air Force study • Goal 2.3: Develop CAP “true-blue” initiative. • Air Reserve Component partnerships/mentorships, military installation access, Total Force definition

15. CAP 2013-14 Strategic Plan Priority 3: Enhance awareness of CAP’s contributions and capabilities • Goal 3.1: Increase CAP’s brand awareness nationwide. • Branding campaign; brand standards policy; publications; partnerships at local level; community service projects; inclusive environment; educate AF total force; increase awareness of role of BoG • Goal 3.2: Develop partnerships with federal, state and local agencies; local EMS providers; corp./vendors. • Strengthen awareness; establish relationships and partnerships

16. CAP 2013-14 Strategic Plan Priority 3: Enhance awareness of CAP’s contributions and capabilities (cont.) • Goal 3.3: Explore opportunities with AF Recruiting Command. • Public service announcements and distribution of CAP materials • Goal 3.4: Create Cadet Alumni Association. • Enhance awareness of benefits of cadet training and experience; increasing alumni involvement

17. CAP 2013-14 Strategic Plan Priority 4: Develop “dynamic Americans and aerospace leaders” through CP • Goal 4.1: Assess Success of the Cadet Program. • 360-degree success survey; cadets, seniors, parents; leadership, character, aerospace, physical fitness • Goal 4.2: Focus on the fundamentals. • Adult leaders; new cadet orientations; flying; encampment

18. CAP 2013-14 Strategic Plan Priority 4: Develop “dynamic Americans and aerospace leaders” (cont.) • Goal 4.3: Expand the Cadets at School program. • Expand to schools with unmet AFJROTC needs; seek endorsement from educational organizations • Goal 4.4: Train cadets and adults to meet the cyber challenge in space and cyberspace mission areas. • Cyber curriculum; partnerships with cyber industry; increase participation in CyberPatriot; badges, ribbons etc.

19. CAP 2013-14 Strategic Plan Priority 4: Develop “dynamic Americans and aerospace leaders” (cont.) • Goal 4.5: Help meet the nation’s need for new pilots. • Partner with organizations (AOPA, EAA) and industry to help fund opportunities; recruit additional flight instructors; expand programs for flight training; identify partners to help fund and improve existing programs

20. CAP 2013-14 Strategic Plan Priority 5: Expand Aerospace Education/STEM education outreach initiatives to meet national defense workforce requirements • Goal 5.1: Expand CAP K-6 program participation through supplemental funding. • Provide tools for units to solicit AE funding • Goal 5.2: Expand CAP K-12 program nationwide. • Revise/update/develop online and/or print curriculum products to promote STEM careers • Goal 5.3: Promote K-12 STEM initiatives by providing and supporting workshops and orientation flights for teachers. • Provide workshops and orientation flights; expand partnerships, etc.

21. CAP 2013-14 Strategic Plan Priority 6: Achieve Institutional Excellence • Goal 6.1: Promote member advancement with a world-class professional development program. • End-to-end review; mentoring plan for key leadership; welcome system for active members at new locations; exit surveys • Goal 6.2: Find the best volunteers. • Marketing strategies to attract, develop, and retain volunteers force with needed professional skills • Goal 6.3: Support and achieve financial improvement and audit readiness.

22. CAP 2013-14 Strategic Plan Summary