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CANADIAN CADET PROGRAM EASTERN REGION

2013-2016

FULFILLING THE PROMISE The Cadet Leagues and the Department of National Defence are proud partners in the Canadian Cadet Program

www.cadets.ca

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COMMUNICATION AND MARKETING PLAN FOR GROWTH AND RETENTION OF CADETS

CANADIAN CADET PROGRAM (CADET PROGRAM) – EASTERN REGION References: Communication and Marketing Plan, Cadet Program – Eastern Region, 2010-2013 2013-2014 RCSU Eastern Action Plan (link to come) Cadet Population Growth Initiative (CPGI) (2010)

Letter from the Commander of the RCSU Eastern on the growth and retention objectives This plan is aimed at all stakeholders of the Canadian Cadet Organization (CCO) and, more specifically, Cadet Instructors Cadre (CIC) officers, civilian instructors (CIs), Leagues, cadet activity zone (CAZ) CIC officers and the Eastern Region marketing and cadet retention teams. 1. BACKGROUND The Canadian Cadet Program is the largest federally-funded national youth development program for 12- to 18-year-olds. This youth program provides interested communities with a personal development opportunity, and solid tools and activities to prepare young people for the transition to adulthood by instilling in them the knowledge needed to take on the challenges of a modern society. The success of this youth program depends on the support and commitment of community members who would like to offer their young people an exciting program with direction by qualified personnel (CIC officers). In this regard, the Department of National Defence, together with the Navy League of Canada, the Army Cadet League of Canada and the Air Cadet League of Canada, are the Cadet Program’s partners. Among other things, the Leagues are responsible for engaging the community through sponsoring committees within each cadet corps (CC). It is interesting to compare the national Ipsos-Reid poll of 2006 with that of 2012, which shows that a greater proportion of the general public has a positive impression of the Program. We also note an increase in the number of people generally interested in the program, namely, one young person out of five, as well as one parent out of three. In particular, participants (cadets) attest to pride in being a member of the Cadets, the exciting nature of the Program and the opportunities for fulfillment provided to cadets. After the CPGI was updated in 2010, the national cadet population increased from 50,085 to 53,039 during the period from March 31, 2010 to March 31, 2013. For the Eastern Region, which includes Quebec and the Ottawa Valley (a territory under the responsibility of the RCSU Eastern), the number of cadets increased from 11,240 to 12,103. In addition, it is important to note that our cadet numbers are increasing even though the population of young people aged 12 to 18 is decreasing and is not expected to increase until 2016. Phase 1 of the CPGI was effective in that we were able to halt the decease in numbers in late June 2011. It must be pointed out that with the use of the “Fortress” administrative management computer system, the numbers reflect reality better than in the past. Finally, we were able to note that the decrease in cadet numbers was not because of fewer new enrolments, but rather, because of an increase in the number of cadets who were leaving the program after two years. As a result, we need to continue focusing our efforts on retention over the next few years.

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2. STRATEGIC FACTORS a. Young people aged 11-15 We want to reach young people aged 11 to 15 and keep them interested and active as cadets for at least three years and, if possible, up to the age of 18. Although young people cannot join the program before the age of 12, it is important to start developing their interest in joining the Cadets from the age of 11, if possible, and keep in touch with them until they reach the age of 12. In the past, we essentially focused our efforts on young people aged 11 to 13. However, a number of CCs have achieved positive results with the arrival of older youth (age 15). Therefore, it is imperative to bear in mind that there is some flexibility with regard to this age group and to ensure that they are quickly placed at the right level in order to hold their interest. In short, a new, more dynamic approach is needed to reach this age group. b. Parents of cadets The Ipsos-Reid poll (2012) shows that parents of cadets are extremely supportive of the Cadet Program and are proud of the values instilled in the young people. A good understanding of the Program and its benefits right from enrolment, as well as parental commitment and support, are therefore essential for keeping the children in the CC. Parents of cadets must also be seen as prime ambassadors for promoting the Program and its benefits for young people within their personal social networks; hence the importance of giving parents of cadets access to first-rate adapted information tools. According to the Ipsos-Reid poll (2012), parents of cadets are proud of the program, and know that their children are safe and that the program will enable them to develop a sense of leadership and citizenship. c. The community Community support is needed for the continuity and growth of CCs. Adults aged 18 and older are less familiar with the Cadet Program now than in 2006. The Ipsos-Reid poll (2012) indicates that this basically has to do with public figures (1 out of 6 has at least some knowledge of the Cadet Program). We would benefit from being more involved in the community by focusing on positive messages (the variety of safe activities provided by the Cadet Program, educational values and community benefits) and by emphasizing the social and community improvements made to the Cadet Program in recent years with a view to ensuring that the message gets out. To obtain solid support from the community, ongoing communication is required. d. New markets Between 2010 and 2013, the Eastern Region has seen a decrease in the number of CCs from 250 to 240. The majority of the CCs that were disbanded were located in areas where the population had declined sharply. Other CCs have closed because they were too close to another CC; hence the interest in merging certain CCs. It must be noted that, despite the decrease in the number of CCs, the overall number of cadets is growing. Finally, in some communities, CC cooperation could prove to be very advantageous. Therefore, it is essential to encourage this cooperation where it appears to be beneficial.

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New markets are located in growing demographic areas with young families and in the Montreal area among ethnic communities that strongly approve of the activities provided by the Cadets and that are looking for this type of personal development program for their children. e. Retention Retaining cadets will require greater efforts because it is through this approach that we will be able to increase the cadet population. As previously mentioned, it is not the 6,000 new enrolments who are leaving at the end of the year, but rather, a small proportion of cadets who have passed the age limit (19 years old) and a large number of young people who could have stayed longer. The updating of the Cadet Program, supported by the 2012-2013 RCSU Eastern Action Plan, is helping the CCs in their efforts to keep these young people as long as possible. The flexibility granted is a major element and, consequently, provides for innovation and creatively within each CC in order to provide fun and exciting activities that are still directed and safe. In short, we must adapt to the needs of today’s young people and make them realize the value of the Cadet Program and the pride in being a member. f. Social communication network Traditional media (print, magazines, radio and television) are no longer popular among young people and are not an effective way of reaching them. However, these media may continue to be used to reach the community and parents. As a result, we need to focus on new online technology that is easily accessible and inexpensive. It is important to note that the general public has an increasing tendency to favour the Internet as a source of information and research. We must therefore coordinate and increase our official presence on sites like Facebook, Twitter, Google+, LinkedIn, YouTube and Picasa. However, it is important to use a joint approach alongside social networks to safeguard the integrity and consistency of our messages. There are currently a number of groups on social networks where former cadets and former CIC officers share information and their extremely positive experiences as cadets. These members, who may be parents today, are a prime target audience for solicitation to support the Cadet Program in all its forms. g. Public perceptions and concerns

Still today, we must continue to modify the perception of the general public. In other words, we must shift the perception and the definition of the Cadet Program as a military organization to that of a youth program, with the Canadian Forces being one of its partners. In this regard, our efforts to market the Cadet Program should also demonstrate the expertise and contribution of the Canadian Forces to the Program.

A partnership with the community must be established in accordance with the qualification standard and plan (QSP) to fulfill the mandatory and complementary instruction program for each element and each level of instruction, as well as PO X20, which is dedicated to CF familiarization.

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3. PURPOSE AND OBJECTIVES The purpose of this plan is to meet the objectives of the Vice Chief of the Defence Staff by pursuing the CPGI (2010) and continuing to increase the number of cadets both regionally and nationally. For the Eastern Region, the growth and retention objectives for the next three years are as follows: 13,000 cadets for 2014; 13,750 for 2015; and 14,500 for 2016.

These objectives are directly related to the strategic factors identified in this document, particularly through the establishment of solid foundations. Visibility Effectively position the Cadet Program as the foremost youth program in the community by

providing support and tools to CC leaders (CIs, CIC officers and sponsoring committee). Make potential candidates more aware of the advantages and benefits of the Cadet Program,

which is a youth and personal development program. Loyalty Improve cadet retention by encouraging the integration of new cadets by matching them with

senior cadets (mentoring) and by having them take part in exciting activities as soon as possible, thereby sustaining their interest and motivation in continuing with the CC for a second and third year.

Take advantage of local resources in the community close to the CC, as well as activities

common to the three elements for maximum impact, promotion, visibility, attraction and retention while promoting inter-element cooperation.

Adopt a more personal and exciting approach with new cadets and their parents by using senior

cadets and parents as spokespeople to explain the advantages and benefits of the Cadet Program, and by publishing their testimonials online.

Develop a more strategic retention approach in CCs using a marketing and cadet retention

team composed of one female senior cadet, one male senior cadet, a member of the sponsoring committee or a parent, and one CIC officer for promotion, attraction and retention, as well as to search for support in the community.

Improve communication with internal publics (cadets, CIC officers and parents) and external

publics (potential candidates and their parents) through optimal use of social communication networks to share information and experiences in support of the Cadet Program.

Pride

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Educate and mobilize the community and its influential public figures as strategic partners willing to get involved in Cadet Program objectives.

Seize opportunities created by visibility activities and regional and provincial activities by getting the Cadet Program involved to explain and demonstrate its advantages and benefits.

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4. TARGET AUDIENCES AND POTENTIAL PARTNERS

1. External target audiences

a. Primary audiences

Youth aged 11-15. Parents and immediate family members. Influential members of the communities where our CCs are located who are in

touch with young people, such as MPs, mayors, school principals, teachers, institutional councils, coaches, youth music federations, youth centres and others.

b. Secondary audiences

Former cadets and former CIC officers supportive of the Cadet Program who will promote the organization.

Charitable organizations and associations.

Technical and industrial schools relating to the Navy, Army or Air elements.

Youth employers.

Community leaders.

The media.

2. Internal target audiences

Cadets and cadet spokespersons.

Parents of cadets.

Cadet Leagues and sponsoring committees.

CIC officers, CIs and volunteers.

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5. APPROACH

This plan’s approach is to make it a priority to mobilize and guide the efforts of all stakeholders, particularly in terms of CC leadership, in communities where our CCs are located. We must demonstrate that CCs provide local young people (our primary target audience) with very interesting activities, personal development opportunities, a recognized and sought-after leadership style, and superior challenges owing to, among other things, the commitment of its key partners, the Canadian Forces and the Cadet Leagues. The approach also aims to show that the Cadet Program belongs to the community and that support from its members (our secondary target audience and potential partners) brings advantages and benefits to their young people as it equips them with tools that will help them become responsible community-minded citizens.

The revitalization of marketing and cadet retention teams within each CC is an essential element, as is their role as spokespeople in the promotion of the Cadet Program and its community benefits. In addition to the fixed objectives in section 3 of this document, each marketing and cadet retention team will be responsible for the following areas of influence:

Cadet Program promotion by cadets through word of mouth among young people: The members of the marketing and cadet retention team will be the key spokespeople for this direct and powerful method for finding young people and inviting them to join the Cadet Program, and for mobilizing other cadets to convince their friends and other acquaintances to join the CC.

Integration of new cadets: The marketing and cadet retention team will ensure that new cadets are integrated in order to develop their sense of belonging to the CC as quickly as possible, as well as to create links with parents through ongoing information with a view to helping their children persevere in their participation in CC activities. The mentoring of each new cadet by cadets in their second or subsequent year will also be a priority (retention).

Influential members of the community who are also influential among youth: In September and at least at one other time during the cadet instruction year, it is crucial to meet influential people and members of the community who are also influential among youth (the primary target audience). The CC marketing and cadet retention team will be responsible for meeting with these community members to improve not only Cadet Program visibility, but also the community members’ understanding of the Cadet Program, its added value and its benefits for young people. The CAZ CIC officers will lead, in cooperation with regional representatives from the Leagues, the coordination of community relations for CCs located close to one another in order to avoid repetitive meetings.

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6. KEY MESSAGES

Become a Cadet – Make Friends. Accept Challenges. Go Far.

a. Messages for young people aged 11 to 15 in particular

If you are 12 or older, become a cadet to make new friends and, with them, share in countless adventures and activities you won’t find anywhere else, such as biathlons, marching band, first aid training, wilderness survival and, depending on the element you choose:

• water activities, like sailing or deep-sea diving with the Sea Cadets;

• outdoor activities and adventures, like hikes and expeditions, marksmanship, aerial obstacle courses, and zip-lining with the Army cadets;

• glider, airplane and helicopter flights with the Air Cadets.

With the Cadets, you’ll take part in exciting activities and challenges you won’t find anywhere else that are designed for young people like you who have a taste for adventure.

With the Cadets, you’ll be encouraged to reach beyond your limits and always do your best.

Through a variety of activities, Cadets will give you the opportunity to meet all kinds of challenges, learn how to work as part of a team, lead and supervise a group, and improve your self-confidence.

Cadets also offer summer camps that include travel, expeditions and international exchanges, outdoor adventures, sports activities, group living, friends, and unforgettable experiences and memories.

Become a cadet and you’ll be proud to wear a uniform that shows that you are part of an exceptional group of friends who participate in extraordinary activities and challenges.

b. Messages for adult audiences

The Cadet Program is a civilian community program for youth. Cadets are not military personnel and have no obligation to the Canadian Forces.

The Cadet Program is a national personal development program that provides solid tools, activities and guidance to prepare young people for the transition to adulthood by offering them, among other things:

Training in positive social relationships for young people, developed to prepare the cadets to interact easily in society. The first module focuses on cadet expectations, on the outcomes of behaviours that exceed expectations or that do

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not meet them. The second module focuses on the various types of conflict and recommended methods for resolution.

An environment governed by clear policies on drugs and alcohol.

Innovative training on preventing and resolving harassment in all its forms.

The knowledge required to take on the challenges of a modern and competitive society.

Adults who have been specially trained to work with young people will be responsible for their guidance, training and supervision.

The main contribution of the Department of National Defence, through the Canadian Forces, is to provide unique expertise to this national youth program, which includes the following:

• The training of qualified adult personnel and CIC officers specially trained to work with young people.

• A recognized and sought-after leadership style.

• A management and organizational style.

• Superior activities and challenges for young people.

Although the Department of National Defence pays the CIC officers and funds the majority of Cadet Program activities, cadets and parents may still be asked to take part in sponsoring committees to fund optional activities or improve existing program activities over the course of the year.

The Cadet Program offers young people access at no cost to summer camps subsidized by the federal government for a duration of two, three or six weeks in their home province, elsewhere in Canada and even abroad. Cadets can also get a summer job at one of the camps starting at the age of 16.

Your child’s participation in the Cadet Program will allow him or her to acquire and develop the skills, abilities and social relationships needed to progress positively toward adulthood, including:

• Teamwork;

• Sense of organization and responsibility;

• Self-discipline;

• Leading and supervising a group;

• Respect for authority and peers;

• Accepting challenges and solving problems;

• Self-confidence;

• Clear oral expression; and

• The importance of physical fitness.

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The Navy League of Canada, the Army Cadet League of Canada and Air Cadet League of Canada (the Cadet Leagues), together with the Department of National Defence, are the primary partners in the Cadet Program.

Among other things, the Cadet Leagues are responsible for obtaining and maintaining community commitment and support through sponsoring committees and/or support committees and parents committees for each CC.

The Cadet Program is a youth and personal development program that creates better citizens able to take on the challenges of a modern and competitive society.

The creation of a CC depends on the desire of community members to offer their young people an exciting, rewarding activity program that will help them become responsible community-minded citizens.

Cadets are not military personnel and parents of cadets undoubtedly know that this program is above all a youth and personal development program aimed freely and without obligation at youth aged 12 to 18.

There are no recruitment activities that deliberately target cadets. However, every year some cadets knowingly and willingly choose to become members of the Canadian Forces, as do thousands of other Canadians.

We have no statistics that would enable us to estimate the number of cadets who choose a military career or civilian career. However, we do know empirically (by observation) that the vast majority of cadets succeed particularly well in whatever field they choose.

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7. IMPLEMENTATION AND EXECUTION

The mobilization of the Cadet Program’s key partners in the Eastern Region (Cadet Leagues and the Canadian Forces) and of all its stakeholders (CIC officers, CIs, CAZ CIC officers, as well as the marketing and retention teams) is fundamental, necessary and vital to the pursuit of our shared goal, which is to meet the objectives of the Vice Chief of the Defence Staff by pursuing the CPGI (2010) and continuing to increase the number of cadets both regionally and nationally.

This mobilization means the following activities calendar must be followed by everyone involved.

Communication and Marketing Plan for Growth and Retention of Cadets Canadian Cadet Program (Cadet Program) – Eastern Region – 2013-2016

Activities Calendar

OBJECTIVES ACTIONS LEAD DEADLINE

Visibility:

1. Effectively position the Cadet Program as the foremost youth program in the community by providing support and tools to CC leaders (CIs, CIC officers and sponsoring committee).

Establish a community relations plan with form letters (schools, elected representatives, social clubs, etc.).

RCSU Eastern marketing and retention team

PA/Marketing Coord

Prepare a bank of key messages.

RCSU Eastern marketing and retention team

PA/Marketing Coord

Make a virtual public relations kit available to all stakeholders.

RCSU Eastern marketing and retention team

PA/Marketing Coord

Provide promotional material as needed.

APAO

2. Make potential candidates more aware of the advantages and benefits of the Cadet Program, which is a youth and personal development program.

Prepare PowerPoint presentations and videos for parents of potential cadets and for newly enrolled cadets.

RCSU Eastern marketing and retention team

PA/Marketing Coord

Leagues

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Communication and Marketing Plan for Growth and Retention of Cadets Canadian Cadet Program (Cadet Program) – Eastern Region – 2013-2016

Activities Calendar

OBJECTIVES ACTIONS LEAD DEADLINE

Maximize the use of local newspapers (maximize Cadet Program messages and strong points).

CC marketing and retention team

CAZ CIC officers

Regional representatives from the Leagues

Hold an information night or an open house.

CC marketing and retention team

CAZ CIC officers

Contact teachers who teach ethics or specialize in student life with a view to giving presentations in their classes.

CAZ CIC officers

Prepare a recommendation letter for youth employers.

RCSU Eastern marketing and retention team

PA/Marketing Coord

Loyalty:

3. Improve cadet retention by encouraging the integration of new cadets by matching them with senior cadets (mentoring) and by having them take part in exciting activities as soon as possible, thereby sustaining their interest and motivation in continuing with the CC for a second and third year.

Prepare a document of mentoring recommendations for cadet mentors.

Adapt according to the cadet’s age (transfer to the appropriate level as soon as possible).

RCSU Eastern marketing and retention team

PA/Marketing Coord

4. Take advantage of local resources in the community close to the CC, as well as activities common to the three elements for maximum

Coordinate activities and approaches to involve influential members of the community.

CAZ CIC officers

Regional representatives

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Communication and Marketing Plan for Growth and Retention of Cadets Canadian Cadet Program (Cadet Program) – Eastern Region – 2013-2016

Activities Calendar

OBJECTIVES ACTIONS LEAD DEADLINE

impact, promotion, visibility, attraction and retention while promoting inter-element cooperation.

from the Leagues

5. Adopt a more personal and exciting approach with new cadets and their parents by using senior cadets and parents as spokespeople to explain the advantages and benefits of the Cadet Program, and by publishing their testimonials online.

Build and make available on the Internet a bank of testimonials (video clips).

PAO via CSTC OI

6. Develop a more strategic retention approach in CCs for promotion, attraction and retention, as well as to search for support in the community.

Form a marketing and cadet retention team composed of:

one senior female cadet; one senior male cadet; one member of the

sponsoring committee or parents committee; and

one CIC officer.

CC Commander

President of the sponsoring committee

Form a marketing and cadet retention team at RCSU Eastern to support the CC marketing and retention team.

OI of each element Staff cadets who will act

as OI assistants at the summer camps

Leagues CAZ CIC officers

PAO

PA/Marketing Coord

Explore the possibility of adding participation in the marketing committee to the level 5 POs.

CC Commander

Validate the recruitment plans of CC commanders.

CAZ CIC officers

Advisors

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Communication and Marketing Plan for Growth and Retention of Cadets Canadian Cadet Program (Cadet Program) – Eastern Region – 2013-2016

Activities Calendar

OBJECTIVES ACTIONS LEAD DEADLINE

7. Improve communication with internal publics (cadets, CIC officers and parents) and external publics (potential candidates and their parents) through optimal use of social communication networks to share information and experiences in support of the Cadet Program.

Produce photos and texts on CC activities for our website (e.g., two articles with photos per year by CC)

CC Commander

Pride:

8. Educate and mobilize the community and its influential public figures as strategic partners.

Seize opportunities to get our message out in the community, e.g., invite noteworthy figures to annual reviews or other special occasions.

CC Commander Sponsoring committee

9. Seize opportunities created by visibility activities and regional and provincial activities by getting the Cadet Program involved to explain and demonstrate its advantages and benefits.

RCSU Eastern marketing and retention team

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FEEDBACK: Feedback on this plan can be submitted to the following email address: ursce.ap@forces.gc.ca.

Prepared by: Working group composed of: J. Duguay, PA/Marketing Coordinator – RCSU Eastern Élof S. Duval, PA Intern – RCSU Eastern Lt(N) L. Beaudry, Navy Advisor – RCSU Eastern Capt N. Hamel, Army Advisor – RCSU Eastern Capt R. Allen, Army Advisor – RCSU Eastern Capt LP Brillant, Air Advisor – RCSU Eastern Sgt C. Lachapelle, Air Advisor – RCSU Eastern Lt(N) P. Vaillancourt, Music Advisor – RCSU Eastern Maj LF Pereira - ZAC CIC Officer

Consulted: Lcol C. De Ciccio, COS RCSU Eastern

D. Richard, VP, Navy League of Canada (Quebec Division)

R. Laprise, DG, Army Cadet League of Canada (Quebec)

P. Barabey, DG, Air Cadet League of Canada (Quebec and Ottawa Valley)

Approved by: Germain Poitras, President, Navy League of Canada (Quebec Division)

Claude Pichette, President, Army Cadet League of Canada (Quebec)

Marcel Bineau, President, Air Cadet League of Canada (Quebec and Ottawa Valley)

Authorized by: LCol J.R. Sulik, CO RCSU Eastern

Authorization date: June 4, 2013