DIRECTORS REMARKS TO EXECUTIVE DIRECTORS

October 2013

WELCOME• 45,105 the number of military families in the Canadian Armed Forces Regular Force• 12, 247 full time reserve• 83% the proportion of families of Regular Force members living in civilian communities, as opposed to

on a military base• 8% the proportion of families of Regular Force members who are living with one or more children with

special needs• 82% the proportion of military spouses who are very supportive of their partner’s career in the Regular

Force• 76% the proportion of spouses who have relocated at least once due to their spouses’ military posting• 70% the proportion of spouses who have experienced the deployment of their military partner at least

once• 17% the proportion of spouses who have experienced the deployment of their spouse more than five

times• 51.8% the proportion of military spouses who reportedly felt that they had made career sacrifices, and a

smaller proportion reported they were underemployed (9.5%), unemployed or that their career had been severely affected by their partner’s military service (8.8%)

• Over 37,000 hours of emergency, respite and casualty child care support were provided to over 2000 families in 2011/2012

OBJECTIVES• Vision• Trust• Understanding• Best Practice• Networking

3

IT STARTS HERE

MissionTo enable a mission ready Force by addressing the issues faced by CF members and their families that result from military service.

VisionStrong, resilient families who enable a mission-ready Force and who enjoy a quality of life comparable to other Canadian families

MILITARY FAMILY POPULATION SERVED

Human Resources Management

Financial Management

Information Management

Associate, Chief of Staff

Commercial Services

Casualty Support

Management

Personnel Support

Programs

Canadian Forces Moral and Welfare Services

United States• MFRC

• Command team• Stakeholders

• CDLS Washington• NORAD

Colorado Springs

Europe• MFRC

• Command team• Stakeholders

• SHAPE International School

• AFNORTH International School

• School extension services

ProvincesAssociations

Community Services

MFRCRoyal Ottawa Hospital

Vanier Institute

Canada

WHY ARE WE ALL HERE?

MFS ORG CHART

DirectorColonel Russ Mann

Resilience and Engagement Laurie Ogilvie

EuropeCaterina Perry

United StatesBarb Bragg

Dependant Education

Marc Bélanger

Team SupportLt(N) David L Gingras

Executive AssistantGhada Swid-Zrein

Special Advisor LCol Cheryl Baldwin

DeputyMajor Marianne

Kaduck

CWOMario Martel

ABOUT EXECUTIVE DIRECTORSThe directors are any organizations’ primary asset... Directors are unique… (they) are responsible for making sure that the organization relates to people in accordance with the law, that it acts in a fiscally prudent manner and that it is effective in achieving its purpose.

Donald J. Bourgeois, 2009

FINANCING PRIORITIES

• Almost 40% of all MFS public funding is spent on overhead.• Industry standard is 5-15% (excluding fundraising).• Potential to reduce overhead if current funding and reporting requirements through e-

Business Centre are reduced.• Potential MFSP category misalignment across expenditures, services delivered, and

military family usage.

% programming expenditures

% activities and workshops delivered

% of all military families using services

PDCI 38% 56% 2.2%CYDPS 28% 22% 0.9%FSR 17% 19% 4.6%PSI 17% 3% 1.4%

A LOOK AHEAD…CHIEF REVIEW SERVICES STUDY

1. Stakeholders• Action plan; performance measures

2. Child Care • Assess user-pay options; Implement

solutions3. Policy Revisions

• CNA updates; Questions to determine why some families do not use services

• PFP updates4. Mandated programs for all families

• MFSP; High Five5. National marketing and communications

• WG to support Morale and Welfare (but also coord with CFHA, DGHS and DGCB)

WILL SHAPE OUR WORK AND MAY AFFECT OUR DIRECTION

6. Rebalance MFS resources• Provincial work; child care• Initial investment?

7. MFS Overhead• Benchmark vs. Not for

profit/community services• National and local

8. Coord of broader range of MFS• User data tracking• Spending alignment to the logic model• Coord plan for data collection

A LOOK AHEAD…

OMBUDSMAN’S REPORT• The Ombudsman’s report, to be released on 5 Nov, reflects current realities, and validates what

the CAF has identified through qualitative research as the key challenges facing military families.

• The DND and the CAF are continuously examining the Military Family Services Program and the broader framework of member and family support to achieve the best use of resources and improve military family life.

• The health and well-being of military families is a top priority for senior leadership, and the DND and the CAF are committed to ensuring that the family voice continues to inform policy development throughout the organization.

• DND and the CAF strive to ensure that military families enjoy the same quality of life as other Canadians and are not disadvantaged by the conditions of military service, through collaboration with all levels of government, and with many other Canadian partners.

FOR YOU TO THINK ABOUT…

MOVING FORWARD1. Ombudsman’s Report findings and impact on MFRC services?2. Chief Review Services Report and roles for MFRCs?3. Are we collectively doing our best for families? How do we know?4. I invite you to:

• reflect on your role, your skills, and your influence • ask questions of your Board members and families about how your Centre is

doing• identify what you need to be successful, engaged and healthy and how can MFS

support you• think about self care for you, your Board and your staff • think about what makes you feel/would make you feel like military families have

access to the services they require5. Connect with any of the MFS staff if you have need advice, or have questions or

concerns.