Applying, Monitoring, Maintaining and Resourcing the MIP 

Working Collaboratively to Apply the MIP

A critical requirement for successfully applying the MIP is for all key stakeholders to work collaboratively at each level of the organization. It is not necessary to create new “collaborative teams” to apply the MIP since examples of these types of collaborations already exist throughout the organization to address the “day-to-day” management of the program including the types of issues included in the MIP.  Furthermore, it is also acknowledged that some units already make use of specific “collaborative teams” to address both the attraction and retention of Cadets.  Notwithstanding, the following guiding principles need to be considered when applying the MIP within these existing collaborations.

1. the MIP should be reviewed within the existing collaborations to:
• begin a specific dialogue about the required approach needed to successfully complete the various assigned tasks;
• further explore the attraction and retention challenges and opportunities specific to their jurisdiction; and
• reflect and build on successful attraction and retention practices already utilized in their jurisdiction.
  
2. it is essential to involve Cadets in existing collaborations when applying the MIP;
   
3. the CGPI needs to be a standing agenda item / topic of discussion at all key meetings, conferences, visits, etc;
   
4. leaders at each level of the organization play a significant role in guiding and monitoring the progress of each applicable task assigned to stakeholders at their level of the organization through effective horizontal management[1] and collaboration[2]and
   
5. celebrating successes along the way is essential to build and maintain momentum through the journey towards achieving the VCDS’s strategic intent.

As leaders at each level of the organization oversee the application of the MIP within their jurisdiction, they are encouraged to seek amplification and clarification on the content of this MIP, as required, from:

1. collaborative teams from other units;
2. the chain of command; and
3. the Attraction / Retention forum on CadetNet.

Monitoring Progress

Theme eight (Internal Communication and Collaboration) includes a specific goal, objective and tasks to support the effective monitoring of the overall progress of the CPGI at all levels of the organization.  Progress monitoring results from the national and all regional and local levels of the organization are to be rolled-up and reported on at the following two existing Cadet Program strategic management activities so an ongoing national progress status can be achieved:

1. National Cadet Council (NCC); and
2. D Cdts & JCR / RCSU CO’s Meetings.

The approach to and format for reporting by D Cdts & JCR SSOs and RCSU COs at semi-annual meetings will be provided under separate cover in the call for agenda items for the October 2010 meeting.

Maintaining the MIP

It is anticipated that through the sharing of best practices and lessons learned, additional direction / tasks may emerge through the life of the CPGI that will be directed through the existing lines of communication to all levels of the organization.  This strategic oversight is essential for adjusting the approach and activities, as required, to stay on track and to improve results.  Additionally, it will be necessary to take full stock of our accomplishments and identify key challenges as well as additional opportunities towards the mid-point of this initiative.  Therefore, the OPI, D Cdts & JCR, will issue an updated MIP by 30 June 2013.

Resourcing the MIP

As was the case during the deliberate planning process leading up to development of the MIP, all stakeholders are expected to use existing resources to support the application of the MIP.  However, this may require adjusting work assignments and resources to make this a priority item at each level of the organization.  The intent is to ensure focus is on optimizing resources rather than maximizing allocations throughout the organization.  As greater efficiency is achieved, this may result in the reallocation of funds within the Cadet Corporate Account to support specific initiatives that require additional funding based on a business case analysis.

Notwithstanding the requirement to optimize existing resources to support the CPGI, this issue will be revisited once the medium term Cadet population growth objective of 60,000 Cadets has been achieved.  It is acknowledged that growth beyond this level has not been achieved by the organization for quite some time and will require additional planning, preparation and possibly additional resources to achieve and sustain the additional growth. 

[1] The coordination and management of a set of activities between two or more organizational units, where the units in question do no have hierarchical control over each other and where the aim is to generate outcomes that cannot be achieved by units working in isolation.

[2] The active process of not only coordinating activities but also developing, agreeing to and implementing a strategy for achieving set objectives.