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VISION OF THE CANADIAN CADET MOVEMENT (CCM) We <;:omml 0 develop In ' ach and ry Sea, Army end All Cadet <ll.laUtie, or leedershl p arid 1I11 Ilspltalloo to be<Xlfm II va lued memJx,r of lliei oommu"ity. We reinforce "Illues n"""';Sar)' to prep"'" youlll to m""t llie eh"Uc:nges of tomorrow and to "mbrllee th" multicultu",1 dimensions of C"nad".

To this ""d, we offer dyni!lmi<: training in a s:upporti"e and efficient <>flvi ronm""t where change is a positive and essential eJemenL We fur her commit to i!lttain this vision by living shared Canadian values wilh partieu]a r attention to,

LOYALTY, the expression of our collec Ive dedication to the Ideals of the Cadet Movement i1nc to i111 its memb rs; PROFESSIO :AUSJ\\,

the a<;:complWirn.ent or ell lail\( with pride end dllJg ne , MUTUAL RESPECT,

the treatment of other wllh dignity elld equality; end INTEGRJTY, the <:ourage and <:ommilment to e.empllfy trust, Incerlty and l1one5t}'.

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A Word from the Managing Editor

by Leol R]R Guilbault

launched in Cornwall as exuberant and dynamic as possible. So let's not allow the "establishment" to lull us into idleness and status quo solutions.

But that's not all, there's more!

elcome back. Thank you, it's nice to be back! We've dedicated this issue to change!

Not so much the insignificant stuff that keeps changing our daily routines, but more so the long-term change that's intended to have a more permanent impact on our environment. The type of change that the CCOs need to make it assertively and enterprisingly into the next century.

By now you've read the Cadet Movement's new Vision Statement on page one. As CIC officers, we should make sure we understand it fully and abide by it, are proud of it and promote it always.

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Read on. There's the Branch Co-Advisor's article that opens the door to new challenges, and Capt Pam Rodgers' article on how this "wind of change" all started in Cornwall, ON, not so long ago. See how getting clothing for your cadets will never be the same in the article titled Catalogue Orders, Anyone? And if you're not excited after all that, well I guess we've failed in our . mission. Because our challenge, not just for us at the Newsletter but for all of us in the CIC, is to keep the momentum

Take a peak at that sombre page of our history. Step back in time to better understand some of the "behaviourism" the CIC still face. Then read about a fellow CIC officer of today, LCdr Jason Jones from B.C., in our featured Profile.

Learn about ANSTATS 2000 and about Ten Years ofBiathlon. Or listen to a point of view on Leadership. It all adds up to a very interesting read.

Some of you have enquired about the insignia featured on the cover page of our Newsletter. Is it an official emblem, you wanted to know. For the history buffs among you, let this be known that this is the insignia Her Majesty had initially approved as the CIC officers' cap badge.

However it was so poorly received by the CIC when initially issued as a metal cap badge, (mainly because of its poor quality and non-environmental specific depiction) that it had to be discarded. A new badge was then developed and authorized - the one we wear today. In preparing the first issue, we were looking for a representative crest to adorn the first page ofthe Newsletter and consequently obtained authority for the exclusive use of the original insignia.

So, having said all this, remember there is one thing we do not want you to change, and that is your allegiance to this Newsletter. Have a good summer and keep your eyes and ears open. Even snatch a few pictures if you can. Then write in to the Newsletter to share your findings and catches.

CIC National Newsktter Spring 1997 Editor-In-Chief Colonel JEG Cloutier, CD Director of Cadets CIC Branch Co-Advisor Managing Editor Lieutenant-Colonel RJR Guilbault, OMM, CD Director of Cadets Plans and Requirements CIC Branch Co-Advisor Editor Ms. Michele Boriel Editorial Board Lt (N) PD Fraser (Sea) Captain BA Covington, CD (Army) CaptainJBF Carpentier (Air) Translation Capt Anne Leveille Art Direction Mr. Ron Lalonde CFSU(O) CS

This news publication has been prepared on behalf of the 6000 Cadet Instructors Cadre (CIe) officers located in various corps and squadrons, training centres and headquarters across Canada. It is published twice yearly under the authority of DCdts. Views expressed herein do not necessarily reflect official opinion or policy.

The CIG National Newsletter provides a venue through which all CIC officers can exchange new ideas, share experiences with other CIC Branch members, and stay informed of relevant issues, programmes and activities.

The GIG National Newsletter welcomes any and all submissions. We reserve the right to edit all submissions for length and style.

eeM DEFINED You will see some of our writers use the new acronym CCM. What does it stand for, you will ask. What happened to the old acronym of CCOs or the expression Cadet Programme? Do they all mean the same thing? The short answer to the last question is no. CCM standsfor the Canadian Cadet Movement. A terminology newly adopted in Cornwall encompassing all the agencies directly interested in the affairs of the cadet organizations: the Cadets (Sea, Army or Air), the Cadet Leagues, the CF, the CIC officers, the CIs and the volunteers. This was necessary because the CCOs, by QR (Cadets) definition, represent strictly the cadets themselves and Cadet Programme is a term used in the CRS Study to refer to both the people and the cadet training activities. Formal definitions will be published in due course.

Editor ofthe GIG National Newsktter clo Director of Cadets Plans and Requirements Chief ofReserves and Cadets, National Deftnce Headquarters, 101 Colonel By Drive, Ottawa, ON KIA 0](2

Phone: (613) 996-1204 Fax: (613) 992-8956 E-mail: LcolRGuilbault@ISSC.debbs.ndhq.dnd.ca

hen LCol Roger Guilbault asked me if I would write an article for the GIG National Newsletter, I readily accepted because I believe this Newsletter is an excellent vehicle through which to communicate with all Members of the CIC.

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I would like to start by acknowledging the excellent work of the CIC Officers at the Corps/Squadron level. Your yearround work at the unit level and during the summer period is essential to the success of the Programme. Your very high dedication, hard work and especially, your genuine desire to positively influence a large portion of Canada's youth is most appreciated.

I would also like to acknowledge the work of hundreds of League personnel who dedicate many hours to coordinate and assist in the execution of numerous activities in support of or in the delivery of the Cadet Programme. Only through cooperation, mutual understanding, solidarity and collegiality will we ensure - as partners - that our combined efforts will continue to have a synergetic effect and will continue to benefit cadets all across the country.

During the last six months I have been fortunate enough to meet a number of you both formally and informally. I have visited the six Regional H<2§, RCISs, RGSs, local Detachments, etc, have attended various cadet competitions, and have participated in many National and Regional League meetings. My main purpose during those visits was to strengthen my knowledge of the Canadian Cadet Movement (CCM) so that all decisions taken in this H Q continue to reflect reality. I must say that I certainly appreciated your candid comments and feedback. It is obvious from your comments that the Cadet Movement is a very successful initiative, and that we can be proud of our collective efforts. You, and all those charged with the supervision and control of cadets and the Cadet Training Programme have one common goal: that is to ensure that all cadets benefit the most from our efforts and allocated resources. I believe it is the responsibility of all those involved in the

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Programme to continue working actively towards that goal.

Since being appointed as DCdts, I have quickly realized that the CCM is faced with many challenges. Many of these were identified in the Chief of Review Services (CRS) Study and as you may know, many of the major recommendations have been or are in the process of being implemented. More recently however, the Canadian Forces (CF) have been subject to reduced funding; a fact with which all levels of the CF are managing the best they can. It stands to reason though, that changes in the CF have - for obvious reasons - a direct impact on the Cadet Programme which has traditionally received both direct and indirect support from various CF organizations. Decreased support from bases, full implementation of a fee-for-service approach, initiatives such as the Cadet Clothing Trial, (see page 18) and many others, have a significant impact on all levels of the Cadet Programme. During these challenging times we have to ask ourselves if we as an organization, are properly structured and adequately prepared to face those changes resulting both from "outside pressure" and from within. Have we created the right climate and team spirit to deal with the necessary changes for the 21 st Century? Are all of our initiatives and changes being implemented in the proper context of a strategy and vision for the Cadet Programme? These are important questions. In the last six months it has become clear to me that we - as a group - may not be as adequately prepared to deal with the future as one would expect.

It seems that as indicated in the CRS Study, the Cadet Programme is not guided by a common long-term strategy and VISIOn.

By the time you read this article, CIC Officers from across the country at the local level, representatives of the Leagues and of the Regions (including Commandants of Summer Training Centres and Regional Gliding Schools), and members of DCdts will have met at a Strategic Planning Session in Cornwall, ON to develop a common vision and an action plan for the future. I believe that

we - all the participants working together - were quite successful in achieving more than the desired results. This Strategic Session was not an end to itself, but rather just the beginning of a process that will positively affect the Cadet Movement well into the 21st Century. You will be kept informed as to how we translate the new Cadet Movement Vision (reproduced on the cover of this issue) into concrete actions.

Another topic I would like to address is mutual respect. When we talk about Leadership, we often refer to qualities that are common in military organizations, such as loyalty, integrity, truth, duty, valor, courage, and ultimate sacrifice. Without diminishing the value of these time-proven and sought-after qualities, I believe that mutual respect is an element that must become more and more evident in our day-to-day activities, particularly in the context of our Canadian society. Mutual respect between all of us - Cadets from the ages of 12-19, CIC Officers with a great variety of backgrounds, civilian instructors, civilian volunteers, League personnel, parents, Regular Force personnel - is, I believe, an essential element of

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the continued success of our organization.

Mutual respect is a quality that is very large in scope. Its presence or lack thereof has a strong impact on any professional and personal relationships. Mutual respect allows the formation of a climate for mutual understanding, mutual sense of identity and accomplishment, mutual support, consensus, effective communication and team building.

I could not possibly, nor did I attempt to address the entire spectrum of what mutual respect is, but I wanted to be sure to emphasize to you the importance of this quality which has far-reaching consequences in all aspects of our day-to-day activities.

As we approach the end of the training year, I would like to thank all of you for your dedication and hard work.

The next few months will in my opinion, constitute an important period for the Cadet Movement. All of us involved with the Cadet Movement will have to deal not only with challenges and change, but also with opportunities.

Colonel]EG Cloutier, CD

The ANSTATS 2000 Revised CF 790 - Annual Report

by Lieutenant Colonel W]Molnar

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tarting this Training Year, a new "state-of-the-art" software application using Internet technology, (the ANSTATS 2000) will gather, record, report and analyze statistics as they relate to the CCOs/CIC. As always, data will be collected from each corps/squadron via the CF 790 - Annual Report. But the new form has been revised to include current changes in both CIC and Cadet training and activities, in order to bring them in line with the new CIC/CCOs

Business Plan. In order to obtain the most accurate datalstatistics possible, the revised CF 790 must be used for TY96/97.

Completing the revised CF 790 should have a minimal impact at the unit level, even if you have already partially filled out the current, more familiar CF 790.

The revised form is much easier to fill out - for example, the need to total the columns and to determine establishments

has been eliminated. Another welcome change is that the page containing the CO's Comments/Sponsor's Comments/ RCO's Comments is optional and no longer required by NDHQ It may still be required on a Regional basis however.

In summary, the revised CF 790 must be used for TY 96/97 or we risk jeopardizing meaningful statistics for this TY. Your cooperation on this matter is much appreciated.

Ten Years of Biathlon

by Captain Henri Medina

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rom ftwer than 400 participants ten years ago to more than 5000 cadets nationwide in 1997, the sport if biathlon has been growing in leaps and bounds. Long seen as an elitist sport suitable onlyfor units with lots if money, access to requiredftcilities, and if course the necessary snowy climate, this directed optional activity has experienced a steady growth in interest.

Sometimes misconstrued as an activity primarily reservedfor army cadets, cadets if all elements can benefitfrom the variety if skills offered by biathlon. Tri-service objectives likefirearms handling and familiarization, promotion ifphysical fitness and a healthy lifestyle, as well as leadership and citizenship skills are all stressed in the cadet biathlon programme.

In honour if the tenth anniversary if the National Cadet Biathlon Championship (held at CFB Valcartier, PQ this past

March), we have decided to take a closer look at the cadet biathlon programmefrom a CIC officer's perspective.

Capt Henri Medina is a teacher and CIC officer at Army Cadet Corps, 254 King'sEdgehill School in Nova Scotia. A former biathlete himse(j; Capt Medina has been coaching cadet biathletesfor the last decade.

He is inftct the only coach to have been a participant at all ten Nationals, and he has developed some very unique training alternatives over the years. Iffor example, you saw a number if cadets on cross-country skis doing drills up and down the local alpine ski hills, you may well be witnessing one if Capt Medina's tried-and-true methods in action.

Whatftllows below is his personal viewpoint about the positive value if this programme in shaping both cadets as individuals and the unit as a whole.

Over this past decade I have witnessed an impressive number ofpositive developments in the cadet biathlon programme, from the grassroots level at local units to the national competition at CFB Valcartier in Q11ebec. These past ten years have progressively answered the questions of where we wanted to go and how we were going to get there. From our inconspicuous start in Canmore, AB, to the golden years in Whitehorse, NWf, and now in Q1l.ebec, a guiding formula to personalize, popularize and professionalize the sport has taken shape year after year, based on constructive recommendations from coaches like me and from dedicated staff. Although the standards of competition and organization have tremendously improved, we cannot afford to rest on our laurels. We need to keep a solid reality base in order to ensure continued widespread support, extensive funding and comprehensive administration.

Valcartier 97 were the best Nationals I have ever attended so far. What a treat the six-feet plus snowbanks were for us snow-deprived competitors from the Maritimes! We do most of our training on rollerblades and shoot with air rifles in the basement of our school chapel at 254 King's-Edgehill Army Cadet Corps in Nova Scotia. As we live in a region where climatic conditions are ever-changing, the onus is on the coach to devise activities, which befit biathlon. Yet nothing replaces the Real Thing: on snow training! Or is there?

Obviously we are at a disadvantage compared to most of the other provinces. Yet our results, although not first-class, have always been most satisfactory. In the past we have typically finished in the top five in the country, and this year our female unit team won the silver medal. What could explain these successes? Surely not superior athletic ability, nor having wonderful facilities! If our cadet biathletes don't have the Real Thing, we simply get them to imagine it!

across Canada in such a rich cultural environment benefits everyone. The location, infrastructure and organization are excellent. This unique experience shared by hundreds of young cadet biathletes, demonstrated that everyone is worthy of esteem whether or not they win.

What had started as a hesitant step ten years ago has become a more sophisticated and polished competition thanks to the indefatigable efforts of Major Ken Gatehouse and his very helpful and knowledgeable staff. Moreover, CFB Valcartier has excellent facilities and the "refurbished" course has set a ne pas ultra tone previously seen only at World and Olympic venues. Cadets skiing in their flashy Louis Garneau spandex ski suits -

a welcome change from those heavy drab gray cotton sweatsuits we had grown so used to - feel they are genuinely a part of this tremendous and exciting atmosphere.

Biathlon is a complex and challenging sport that brings out the best in our young athletes. It becomes a medium to help us cope with the stresses of life and to replenish ourselves. It behooves us to teach our youth those things (like sport and competition) which will promote their well-being and give them a more balanced outlook on life.

The seeds planted in Canmore bore their fruit in Valcartier. Hopefully they will continue to blossom with the same tremendous results in the next millenium.

Sport psychology really comes to the rescue when non-physiological phenomena come in to play (e.g. motivation, concentration, and failure). With the projection of biathlon competition tapes, our athletes have seen actual biathlon sites and, later on have been more easily able to visualize through muscular and mental relaxation and imagery, the big competition. Imagery in this case is more than merely picturing what is going on or picturing the way you want it to work It is capturing the actual feeling as well.

Obviously a combination of both physiological and mental training is a necessary component for success, but so are other things. It is critical to get to know one's athletes. The dynamic coach-athlete interaction is crucial in order to develop and maintain the level of high aspiration and motivation of individuals. Coaches should be involved in learning experiences such as rediscovering what is individual cadets' experience in biathlon, in order to better appreciate and understand the young athlete's perspective. Through their athletic experiences, the cadet biathletes try to extend themselves and defY the limits of their capacities.

Valcartier 97 was not only an amazing competition, but a very appealing package as well. Indeed, meeting people from all

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Female unit patrol of254 King's-Edgehill Cadet Corps, NS, competing at this year's National Cadet Biathlon competition.

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Reflections of a Better Tomorrow - The Canadian Cadet Movement's National Strategic Planning Session

by Captain Pam Rodgers opinions are questioned honestly and respectfully, that we learn there is still room to grow and to change.

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rom March 24-27,1997, the most remarkable event occurred!

For the first time in the history of our Canadian Cadet Movement, there was a National Strategic Planning Session dedicated solely to developing a vision for the best youth organization that exists in this country.

I took the request of arriving with this different mindset seriously, and attempted to ignore my 20 years experience in the CCM. Funny enough, it wasn't that hard - I have forgotten more than I remember! Which I believed was the least I could do, considering I had the privilege of representing several local cadet units in Nfld. To me it was almost unbelievable that this session was even taking place!

I had the honour, pleasure, and yes..., pain of participating in this most memorable event. I also have the honour ofwriting this article regarding my personal experience.

My intent is to make my experience come alive, to impart to those reading these humble words, what a truly exceptional milestone has transpired.

The Session occurred in Cornwall, ON, at Nav Canada, a small city onto itself I arrived for Sunday dinner and did not step outside again until Thursday evening.

Fifty-two individuals, without uniform and rank, spent four tremendous days together on a first-name basis! We were merely people who cared about the Cadet Movement. That in itself, set the stage for the open and honest communication which followed, and meant more to me than words can say.

I was fearful, apprehensive, thrilled to be involved. I was unsure as to what was expected of me or whether I could live up to the task. I wondered if there was a flaw in the planning, as cadets were not present. From my experience as a civilian social worker, I often find people all too eager to speak on behalf of others. I discovered this was not to be a concern.

Cadet participation had been given full consideration during the planning. It also made its way into the Action Plan for the future, which resulted from our four strenuous days of discussions. By conducting periodic forums to gain invaluable first-hand feedback, this recommendation will ensure cadet involvement in the decision-making process.

The Session was a real opportunity for all participants to guide, plan, and shape the Cadet Programme for the 21" Century!

I have heard comments and references to the Session which sadden me, such as "love-in" or "hug-in". Such remarks prove

Capt Pam Rodgers is currently active with 2355 Church Lad~ Brigade RCACC in Sf. John~, NR

only to discredit the hard work of those 52 dedicated people. These individuals came from all across the country, representing the three Leagues, all Regions, CO's from CSTC's, local CIC officers, and DCadets Staff. They came simply because they cared about the youth of our country and because they had the cadets' best interests at heart.

It is an extraordinary challenge to be invited to shape the Cadet Programme for the future! Asked by Col Cloutier to arrive at Cornwall with a "different mindset", we discovered that the mindset of the group was to be a mindset free of the past and void of personal agendas, a mindset prepared to guide and to think about the future, to exercise a truly open mind. Easier said than done! Many of us would like to believe we are open-minded people, and it is not until our views and

Facilitators from the CMRS had a tough job. They met it head-on! We were not an easy group!! But we did achieve what was requested of us - the Vision for the Cadet Movement was written, and a comprehensive Action Plan was developed, including 113 recommendations. The course to completing these documents was not what one would call "clear-sailing". These were among the most challenging, stressful, frustrating, and rewarding days I have ever experienced! I walked away rejuvenated, energized, and not a little tired, but most importantly, full of optimism for the future of the Cadet Movement. I am very proud of the Vision statement we developed.

These were among the most challenging, stressful, frustrating, and rewarding days I have ever experienced! I walked away rejuvenated, energized, and not a little tired, but most importantly, full of optimism for the future of the Cadet Movement.

It stirs me each and every time I read it.

It rests on the "Refrigerator of Pride", with works of art from my children, who will themselves join cadets in just a few short years.

At the end of Day One, I wasn't sure what was happening. An avid notetaker during these kinds of group processes, I found myself noteless! I was participating fully, but struggling with what was going on around me. WHY were we doing this stuff in a Strategic Planning Session? I discovered there was very little time for reflection which would have afforded me the opportunity to sort things out, at least on some conscious level. Briefly stated, I was thoroughly caught-up in the process, but not a happy camper!

Nearing the end of Day Two, it suddenly occurred to me that the intent was to stretch our minds so far that we were truly open and primed to start planning without preconceived notions or imposing limitations upon our work. By approaching our task in this manner, we maximized the collective potential that we brought to the room. I particularly remember the outcome of one exercise, although strangely enough, I don't recall specifically what we were asked to do. Anyway, one small group shared its "Lego Theory" which went something like this... We each had a piece of Lego and if we shared and played well together, imagine what we could accomplish! But if we kept our piece of Lego in our pockets, we might as well choke on them, 'coz they served no purpose and were only detrimental to the group!

Henceforth we moved on fast and furiously.

We unearthed six themes for which we felt strong ownership and an eagerness to plan. We were also running out of time and there was still so much to do. Our themes included Communication, Resources, EducationlTraining, Leadership, Values and Image. Qrite a list, don't you think!?

Each theme was placed on a single sheet of :f:lipchart paper and taped to the wall.

For the first time since we arrived, we were permitted to anonymously table our own issues. At first my mind went blank; after all we had spent enormous energy ridding ourselves of our own agendas. I quickly recovered by remembering the suggestions provided to me from staff of my cadet corps. I started to fill in the

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One ifseveral GIG rfficers at Gornwall adds his thoughts to the "Wall ifStickies."

stickies with my fellow staff's ideas and felt an overwhelming sense of power.

This feeling came from the knowledge that now we could make a difference.

Everyone began writing down their thought on "yellow stickies" and placing them under the appropriate themes. The result was a tremendous wall of stickies! I will never again feel the same way about those little yellow things!

With each theme, all ideas were discussed.

The result - 113 recommendations. These recommendations were documented into an Action Plan for the future, a copy of which each participant received prior to departure. So I say now to all my fellow CIC officers, please seek out this document, read it, check into the things that make you tick and even those that don't, ask questions and help make the dream come alive for cadets in the 21st Century! The Action Plan details such goals as enhancing all modes and facets of our communication, strengthening our partnerships, providing dynamic resources which fully meet the

new vision of the CCM, improving the learning opportunities of all personnel in the CCM, enhancing our leadership in the CCM, instilling tried and true values of our organization and developing a positive Local, Regional, National and International Cadet image.

You are most likely asking, so what happens next?! Well, a Strategic Action Team has been operationalized to prioritize our goals, identifY specific objectives, and to "start the ball rolling." A call for volunteers from across the country will soon arrive so that various local teams can be formed. Give strong consideration to volunteering on a team. Fu1fi11 an active role in shaping the future of the cadet world. We can and truly do make a difference in the lives of our cadets.

We know what works and what doesn't, and we must take ownership in shaping the future, in staying abreast of change.

Support the dream. "Remember the Cadet."

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From the Editor

by Michele Boriel

and reviews all submissions. As a group we then assess each particular piece of correspondence and assign the necessary follow-up. Deadlines are decided and translation is begun, assisted in no small part by our new Admin 0 and Translator, Capt Anne Leveille. Then we're off to graphics with a first draft of our l~yout, and after corrections and the blessmg of the blues, the printer chw:ns out hundreds of copies which are then sent di~ectly to you in the field. It may be ~ tImeconsuming and somewhat tedIOUS process at times, but it seems to work.

T

here's something about springtime that makes one feel happy, hopeful, energetic and rejuvenated.

Or at least that's my opinion. Looking back, it's easy to see how muc~ we'v~ changed and grown since our lI~cept~on as a Newsletter one year ago thIS spnng.

There have been many growing pains and lots of challenges, but finally it seems we've established ourselves as a solid product and can proudly say we're here to stay!

Hopefully what you will notice as you tum the pages this time, is a more concentrated effort to provide you with information that counts and with stories which really hit home. In order to be more relevant to you the officer in the field, we have restructured ourselves accordingly. Lt (N) Chris Abram has left us to work fulltime in preparation of the upcoming fed~ral election. His contribution will be mIssed, although his views will be well-represented our by our brand-new team. Our .newsle~er team now consists of the Managmg Editor (LCol R]R Guilbault), the Editor (myself) and finally, an editorial or advisory board made up of representatives of each of the elements. Lt (N) Paul Fraser (Sea), Capt Bruce Covington (Army), and Capt Frank Carpentier (Air), are the newest members of our team. They are charged with keeping us abreast ofwhat's happening in each of their respective elements, and of helping us realize what is of particular concern or interest to you.

The way it works here is quite sim~lar ~o a civilian newspaper, in that the editonal board (as mentioned above) sits down

One of the most difficult problems we encounter each issue is convincing you, the typical officer in the field, to write in to us. We completely understand and empathize with your hesitance - aft~r all having your views published for a national audience consisting not only of your peers but also of your superiors, can seem somewhat intimidating. But we honestly do want to hear from you. So, mindful of good journalistic ethics, we have d:cided to introduce the notion of anonymIty. Now, anonymity is not highly regarded in my field. When you give a pers0r;t the chance to vent his or her personal VIews without identification or authentication, you are asking for trouble. In order to avoid touchy subjects like slander and libel, most editors prefer to publish names in all but the trickiest of cases. Here at the Newsletter we have decided upon a compromise. All submissions to us must be complete with a name and phone number so we can verify facts with you.

If you prefer not to have your name attached to your question for whatever reason, we will respect that. Items ad~essed to the editor which are published Without names will go under the Questions and Answers section of the Newsletter, whereas those with names attached will be published as Letters to the Editor. Please refer to these sections of the Newsletter in this issue for an example of what we mean.

And remember, submission of a story does not necessarily guarantee publication; our requirements about meeting the interests of CIC officers as a whole still stands. We are hopeful however, that this compromise will allow more of you to address your

concerns to us, secure in the knowledge that you are not breaking chain of command or speaking out of turn. If your concern is one to which other CIC officers can relate, we will certainly look seriously at publishing it in the best interest of the professional development of all officers.

As outlined in the Vision Statement reprinted on our cover, mutual respect is a key element to our succes.s.

Newsletter strives to create a forum m whIch all viewpoints can be equally represented..If you read something you don t ne~essari1y like or agree with, by all means pIck up your pen and draft a reply. Mter all, it is only through the free and open exchange of ideas that we can learn and mature as individuals.

Ow:

Before I leave you to peruse the rest of this issue, I would like to take this opportunity to thank you for your support and patronage. Feedback from you so far has been mostly positive. Now all you need to do is put it in writing!

Have a wonderful spring and summer!

See you in the fall!

CStJ,.CD, OLI ~

Your letter raises interesting points. Unfortunetely we do not have the space to keep copies ofpast issues and will therefore not be able to satisfy your request.

Even though our printing run is limited, we have created over the last two issues, a mailing list of active officers not working with cadet corpslsquadrons.

Your name will be added to this list. Asfor answering your questions directly concerning the terms ofservice of the CIC, it will be ourpleasure to deal with general questions dealing with approvedpolicies which would be of interest to all our readers.

However we will let the chain of command answer any personal questions which would require a more intimate knowledge ofthe case.

(Eds)

Number J ,.. Spring 1997

â&#x20AC;˘

IN BRIEF - Items of interest to CIC officers A New Medal

Pay Increase

As a legacy of its desire to promote excellence and increase awareness of Canada's oldest youth movement, the Army, Navy, Air Force Veterans in Canada (our oldest Veterans' Association), has established an annual award for the Canadian Cadet Organizations. This award will be known as the 'i\NAVETS Cadet Medal OfMerit", and will be presented to Sea, Army and Air Cadets for outstanding performance during summer training programmes.

Each of the elements has selected its own criteria for nomination which will soon be published in the appropriate CATO. Presentation of this award will begin this summer.

While none of us joined the Cadet Instructors Cadre to make it rich volunteering has its own rewards - the recently announced pay increase of 2.4% will nonetheless be greatly welcomed by one and all. Effective on 01 Apri11997, it is the first of several adjustments.

Also recently announced is agreement in principle to adjust Reserve Officer pay rates to 85% of those for the Regular Force, along with the introduction of holiday and specialist pay for Reservists.

This is an initiative in support of the CF Total Force and formal approval is expected before the end of the year.

Good news for all!

Official colours of the ribbon are Royal Blue, Canada Red and White, with the same colours repeated on the medal itself Refer to the appropriate CATOftr details on how the medal is to be worn.

Questions and Answers unsure whether this is ched application form for ce that Reserve Class A is sIJe'cztzcaL,{v U9:{@:rJ invitation. A quick look at I

e~'Cctzlttela.

wil{sJ'Jo'l.vtj'iii i!J1!S,',t3cno

Is this standard at all Bases or particular i officer in command of a base or station ischarged<WitI).~~~~~p~ir" anized for military personnel serving with thebase.Wh~11.B~~~~"i<;i<' ~!Lian members of the Defence Team residing0n.base.Th~pr9~siQJj>~~1?e, it members ofthe Defence Team required toserveinrel11()~~18~ military bases or stations are located within' largercoITll11u~ities,t local programmes so as not to bringunfairadvant~get()a~()tp..p~

Under the existing guidelines (found inQR&04.61(1),'Cl"1\:.(lr) of the Reserve Force in their terms of membership.(,ljlas~'J\.' and therefore they are not included within thelTIein1:>ershill'S~t~~ associate member category. Given that each recreatiollal~lu.1:>'~*~ utive to determine which category to use and howmu~h,th0~eillii;; Within the context of a smaller budget forNationalDefen~e'f~H:路" the changing face of the way that the Departmen~deli"~8~!1?~~.,' recreational programmes may well findthemselvesjlltr~sition ' are a category unto themselves.

Number 3 '" Spring 1997

II

by Michele Boriel

W

specific technical areas like Seamanship and Shipwork. Moreover, the corps' proximity to both a large sailing centre where the cadets can participate in advanced training weekends (like the YAG cruises) and to CFB Esquimault, where the cadets get great support and access to incredible facilities, is an awesome selling feature for his corps.

hen LCdrJason Jones was a young teenager in Trai4 Be, joining cadets seemed like the natural thing to do. After al4 what else was therefor an adolescent boy to do in a town of only 20, 000 people most of whom worked in the smelt, mining or logging industries?!

Ifl31 Kootenay RCSSC couldn't keep him out of trouble, nothing could Little did LCdrJones realize however, that cadets would not only provide him with an exciting hobby, it would also introduce him to hisJuture wife, cause him to move hundreds of miles away to the city of Victoria, and eventually become aJulltime passion andpart-time careerfor him.

Being CO of 5 Rainbow RCSCC in Victoria, BC is a job steeped in tradition.

Established in 1918, Rainbow is the oldest Sea Cadet corps in Canada. This is a fact ofwhich LCdr Jones is acutely aware every day of his life. He knows that being CO here is not only an honour, it's a privilege.

And so he works at it, day after day yearround, sacrificing many leisure hours at home for work at the corps. Fortunately for LCdr Jones however, his wife doesn't mind how much extra time he puts in at the corps. She's much too busy with her own Sea Cadet corps (324 Admiral WC Waller RCSCC) 45 kms away in Sooke, BC. Some believe it was fate that brought Lt (N) Anne Jones (nee Bisal) and LCdr Jones together. But Jason says otherwise.

When he was 18 he left his hometown of Trail, BC and headed for Victoria in search of work, with another close friend from cadets. The only person he knew there was David, Anne's younger brother. Once he was settled in, Jason joined Rainbow as Gunnery 0, where Anne was working as the Ex O. "It was love at first sight," says LCdr Jones. He began spending more and more time with Anne (who was working as the curator of a military museum at CFB Esquimault), and they were soon married.

When LCdr Jones looks back on his career as a CIC officer, he thinks of how lucky he has been. From summers spent at HMCS Qyadra in a variety of capacities, to overnight sailings out on the ocean, to working as PERO at Albert Head, the CCO and the CIC have brought nothing but good tidings to LCdr Jones.

As is the rich heritage of which LCdr Jones spoke earlier. His voice practically swells with pride as he describes the corps' annual guest of honour at Christmas time, Joe Norman. It seems Joe was just nine when he first joined Rainbow as a cadet in 1918. Says LCdr Jones, "He's still one of the biggest advocates of the programme. He even recruits kids on the street, and he's always reminding them how lucky they are."

Throughout his career, LCdr Jones has taken every training course available to him, from Cold Weather Indoctrination to RSO to JOLC. Now as CO of Rainbow; he has the opportunity to give back to the cadet organization some of what he has gained from it. And he couldn't ask for a better group of kids or a better location in which to do so.

"Victoria is the ideal spot for Sea cadets.

The warm weather makes it good for outside activities year-round; even the parade square is useable most of the year. And the population is booming. There's always something going on in the city. Our proximity to the USA is another bonus, as large US naval ships and vessels often frequent the nearby waters. This is a total plus for the cadets.

Getting to tour big naval ships like the Abe Lincoln is really popular with them."

LCdr Jones credits his staff at Rainbow with keeping the cadets both busy and enthusiastic about their duties. Going from a corps ofjust 30 cadets in Trail to one that regularly parades 90 required a bit of adjustment for LCdr Jones, but his staff made the transition easy for him.

LCdr Jones currently has six CIC officers, nine CI's, League support, and access to many Reg Force members who frequently come in to Rainbow to teach classes in

But Joe doesn't need to remind LCdr Jones about his good fortune. He can't think of anywhere he'd rather be, or any other job he'd rather be doing. "It's just such a rewarding experience for me.

The kids make it so worthwhile. I have absolutely no regrets." Not even when hectic annual inspection schedules make it impossible for he and his wife to attend each other's annual reviews. Not only do they parade on two different nights

"The thing you immediately notice about Jason is his excellent rapport with the cadets and with his peers.

He's not much older than them himself and he shares their perspective. He really knows how to relate to them and that's why he has progressed as quickly as he has. "

According to LCdr Jones there are absolutely no drawbacks to time spent with the cadets. "Either you are there for the kids or you aren't. It's just a simple matter of making the effort to put the time forward. Time spent with the kids really counts." And it's obvious that LCdr Jones consistently puts forward his best effort. At times he may be tempted to pick up his golf clubs and head for the greens instead, but in the end he always comes through for his cadets.

Former cadetJoe Norman still visits the corps regularly. He first joined 5 Rainbow RCSCC as a young cadet in 1918 at the age of nine years.

in two different cities, the two officers are often involved in the same competitions like First Aid or Band, which means the husband-and-wife team are forced to put in many extra hours on the weekends.

In fact, when we initially spoke in March, LCdr Jones could only think of two free weekends between then and the end of June. His commitment to his career and to his corps is obvious.

As Reviewing Officer at this year's annual inspection at 131 Kootenay RCSCC, LCdr Jones will be returning to his hometown ofTrail, BC to serve as a living example ofjust how far a "small-town" cadet can go. The current CO, Lt(N) Peter Thiessen fondly remembers LCdr Jones as a dedicated and motivated cadet.

Although he remembers being quite surprised when LCdr Jones decided to leave Trail for Victoria, he knew he could never stand in the way of someone's ambition to improve himselÂŁ Subsequently none of LCdr Jones' successes surprised him: "The thing you immediately notice about Jason is his excellent rapport with the cadets and with his peers. He's not much older than them himself and he shares their perspective. He really knows how to relate to them and that's why he has progressed as quickly as he has. We're

Number 3

~

Spring 1997

And like his old friend Joe Norman, LCdr Jones makes a pretty good advocate for the programme. When asked if he had any message in particular which he would like to put forth in this interview, LCdr Jones quickly and emphatically stated, "If ever you have the chance to join the movement, either as a cadet, a CI or a CIC officer, you should definitely do it. It's simply the best thing I've ever done."

quite lucky to have him back as Reviewing Officer. Many of our cadets are too young to remember him; hopefully listening to him speak will be a real inspiration to them, proof that there really is a light at the end of the tunnel."

And LCdr Jones is quite looking forward to returning home to the corps that first launched his career. He says he simply cannot foresee a day when he is not involved with the CCOs or the CIC in some capacity or another. With just one year left in his Business Administration (GolfManagement) studies at Wilson College, and two years left in his commitment as CO at Rainbow, LCdr Jones has no plans to change anything. While he and Anne are certainly planning on having children of their own someday, right now working with the kids at the corps is satisfYing enough for him.

LCdr Jones talks about one cadet in particular, who is developmentally and physically-challenged. This near-completely blind and deaf cadet attended HMCS Qtadra for the first time last summer, and will graduate from Rainbow this spring.

"- always has a big smile on his face, and he says 'Thank you' for every little thing you do. He appreciates being here so much. It's kids like him who make this such a rewarding experience for me,"

LCdrJason Jones enjoys his time sailing on the Kootenay Lake.

HE. In order to simplify matters, we have made occasional reference to LCdrJason Jones and to his wifi, Lt (N) AnneJones, by theirfirst names. This is in no way meant as a sign ofdisrespectfOr their rank.

art three of the history of the CIC excerptedfrom the book Par Divouement by Marie-Claude Joubert, published by Editions Neigette, 1994. A copy of this book can be obtained by calling Major Franfois Dornier at (514) 346-3957.

P

were diplomatic enough, could manage to buy it from the CF supply syst~m. Their uniform was thus totally conforming to established standards. However, it also happens that those who got theirs otherwise, did not wear it correctly. For example, and in accordance to the fashion, some will ask the tailor for their pants to sport narrow bottoms! If black shoes happened to be unavailable? No problem, brown shoes with a tiny red line will do it!

The Dark Years Cadet Instructors Cadre: difficult beginnings

It is with emotion that some remember the years following the creation of the Cadet Instructors Cadre... Damned years during which CIC officers had to operate in a world that did not seem to be ready for them!

Keep in mind that the unification marked the end for the Canadian Army, the Royal Canadian Navy and the Royal Canadian Air Force. This also meant that the structures, which allowed officers working in cadet units of the three elements to perform their duties, also disappeared. There is usually something very positive in the act of tearing down something old if it means to build anew! The problem is that the new structure of the Canadian Forces did not include a real place for the Cadet Instructors Cadre.

No uniforms for the CIC officers

It did not take too long for the military personnel to proudly wear the new green CF uniform. CIC officers however were out of luck. For many years they have to keep wearing their old uniforms. For example, Army CIC officers had to sport the

We had to wait until 1975, more than seven years after the unification, to see CIC officers receive the official authorization to get the new uniform.

wool battle dress as well as the badges of the Cadet Services of Canada! CIC officers were not prevented from wearing the new green uniform... but they were not allowed to buy it! It was also out of the question to lend them uniforms as is the case today. We had to wait until 1975, more than seven years after the unification, to see CIC officers receive the official authorization to get the new uniform.

Unfortunately, this authorization came too late as almost every CIC officer was already wearing it...

Generally, CIC officers had to get their uniform through unofficial channels. They all could not wait to wear this new outfit!

Then comes a time when the old uniforms are no longer available... It then became impossible to distribute them to newly enrolled CIC officers! It also became impossible to replace those that were either too damaged, too small or too large! A majority will go to a tailor known to possess the appropriate fabric and have one made for themselves. Others will visit the Bordeaux Penitenciary where convicts put their talents as "couturier" to good use! Badges were purchased at Williams Scully limited, the official manufacturer; and arrangements were made to find adequate civilian shirts and shoes. In the end, some will spend the equivalent of their yearly pay working with cadets, to get outfitted with the new CF green uniform!

Those who were fortunate enough to know someone in the CF supply system, or who

1974 marked the year when CIC officers got to wear their own insigna. In the meantime, it is a free-for-all with the new uniform! Some Sea Cadet officers wear the new badges of Maritime Operations, while Air Cadet officers are still wearing the old and obsolete Air Operations badge.

Many Army CIC officers wear the affiliated unit insigna, whether it be one of a militia, a regular or a reserve unit. This did not sit very well with other officers wearing these badges. Mter all, it is expected of those wearing an infantry badge that they possess the technical expertise to engage in a conversation on the subject!

Other CIC officers are rumoured to have been wearing the recruit badge of the CF Reg Force! In an environment where looks and uniformity are of prime importance, CIC officers look like clowns! There are talks about various projects and rumours appear... For example, we hear that CIC officers should be wearing the same uniform as their cadets. Others think that CIC ranks should be red instead of gold. This way, everyone would be able to differentiate them from other CF officers.

No training either Immediately following the unification, those who became CIC officers did not receive any formal training. Later on, they are given an opportunity to undergo some training. These courses are however not mandatory until 1976 and many refuse to attend. Given that war veterans are rare and that all CIC officers are not necessarily ex-cadets, it is common to see an officer unable to salute properly, or obviously unaware that a haircut would be in order.

As if this was not enough, it was then relatively easy to get a promotion...

Ex-cadets could be emolled as Lieutenants.

As for the doctors or Padres, to which each unit is entitled, they are enrolled as Captains. Obviously, some of these rules are not respected by all components of the CF. However, let's keep in mind that CIC officers, contrary to other officers, are not trained!

Individuals enrolled as officer-cadets may become Second-lieutenants and then Lieutenants after a certain period of time. To become Captains, they must take command of a unit, unless it is a Major's position. In this case, the rank of Captain may be obtained after a certain period of time, as is the case for the rank of Second-lieutenant or Lieutenant. An officer-cadet wants to be a Commanding Officer, just give him the acting rank of Captain! At the end of one year, his rank can become permanent!

Heavy consequences

This situation generates conflict from within the CIC community itself Very young officers, often younger than 20 years old, become Commanding Officers and soon become Majors simply because the number of cadets in the unit justifies it!

The same policy applies to those who are enrolled to take the command of a large unit: they wear the rank of Major!

Individuals with little military experience are thus wearing the same ranks as others from the Reserves of the Regular Forces, even though the latter have been serving for ages! These superior officers, without training, some wearing their uniforms all crooked, had to visit military bases and drill halls. The most discreet of them would not be identified, but others, convinced that they were right, loudly claimed that they were equal to all majors in the CF. They are despised, treated as

Number 3 '"" Spring 1997

dirt, the credibility of CIC officers was then undermined for a very long time...

Officers totally devoted to taking care of the Youth did not receive all the recognition they deserved, simply because the Canadian Forces were not adequately prepared to welcome them. Even those that had been promoted at a very young age went as far as saying that, far from helping, it penalized them. Today, 20 years after that sad episode of our history, CIC officers are still paying the price... Not everyone has come to understand that things have changed and that today's CIC officers are different than they were twenty years ago.

They also fail to realize that the same thing that happened to the Cadet Instructors Cadre would have happened to any other component of the CF under the same circumstances. To this effect, a study of the objectives of cadet training called ''Even the Braves Share in the Blame", was published in 1977 with the CDS approval. The following excerpt can be read in this book: "Since officers are commissioned, and are part of the Reserve Force, and particularly since they are wearing the green CF uniform, they have come more and more to be compared with Commissioned Officers of the Regular Force (...) Some of the sponsporing Leagues concerned that reserve status for Officers of the Cadet Instructors Cadre has made them too independent of the Leagues (...) CIC officers appearing somewhat dazed and confused, are hanging on desperately to some semblance of respectability, insisting on being treated as professionals, but knowing all the time that the expressed concern and complaints are, in many cases, only too true (...) The officers for their part must recognize that, generally

Today. 20 years after that sad episode of our history.

CIC officers are still paying the price... Not everyone has come to understand that things have changed and that today's CIC officers are different than they were twenty years ago.

speaking, their level of competence in the area of planning and administration is far below what is acceptable if they are to have any credibility (...) Efforts need to be made therefore to encourage the Regular Force to work for improved training for officers (...) Denigrating them, however subtly, for not having 'professional' qualifications is clearly a counter-productive measure, since the Regular Force has the responsibility to see to it that Officers of the Cadet Instructors Cadre are trained; if they are not sufficiently trained, who do we blame? If the Regular Force is serious about their responsibilities in support of the cadet program (...) then it is suggested that seeing to it CIC officers meet acceptable standards is part of their task For the Regular Force to decry poor standards when standards are clearly their own responsibility, says some revealing things about their professional atttitude as well as undermining the cadet programme."

II

A

s indicated in the last issue, we have provided this cornerfor you to write about issues or points of view which are of interest to other CIC officers. To that end, we have reprinted two submissionsfrom thefield.

A Challenge to Our Leadership hy Capt Bruce Covington Like those who endured the industrial revolution of the 19th century, we are a population undergoing massive social and economic change. The onset of the information highway, restructuring of industry and the creation of global free trade zones are examples of the increasingly complex and interdependent nature of issues. The leadership required of this complex future can be found through groups of informed and committed individuals thinking together in order to arrive at new insights rather than the ability of anyone person to know all the answers. As a cadre of officers responsible for cadets, it is our duty to model the leadership for tomorrow's context. But what are some of these skills required by the next generation, and what steps can we take in order to chart a course for their success in life? After all, tomorrow's future rests on today's leadership.

The leadership edge for the successful unit of the future belongs to those who value

Against a backdrop of declining government funding and less disposable income within the population at large, organizations such as ours must look to creating the necessary strategic alliances with one another, in order to resolve issues of common complaint. The development of city-wide divisions, garrisons and wings are examples of cadet communities beginning joint operations in order to maximize resources, both material and more importantly, human. By uniting together, cadets stand to benefit from the many different perspectives which units contribute. The leadership skills in this context are the building of partnerships for mutual support and innovation in the face of"doing more with less."

As a fellowship of officers committed to the well being and personal development of others, we put on the CF uniform prepared to do our best. Although uniform in our dress, our great strength and advantage stems from the broad diversity of our individual backgrounds. We are a multi-skilled group which covers a vast spectrum of ideas, life experience, personal and professional strengths. Leaders must harness this diversity, joining together our talents such that the cadet programme moves ahead to the next century with vigour and vitality. We must demonstrate an open-minded approach to new ideas in leading the change required of our times, rather than being content to maintain the status quo. The leadership edge for the successful unit of the future belongs to those who value the life experience of the multitude of people involved in the cadet programme and consciously act to integrate it in the fabric of their activities.

the life experience of the multitude of people involved in the cadet programme and consciously act to integrate it in the fabric of their activities.

From the world of high performance sport and athletes like our own Myriam Bedard, we know and understand the importance of visualization in the achievement of success. This same process is key to the long-term growth and success of the cadet programme. Officers and senior cadets must share this duty of developing a common vision of our future goals.

In travelling this road together, we all

become "part-authors" of the decision for the future look of the cadet programme.

From the accumulative visions of those in the local community, the regional and national image of ourselves will emerge.

In order to promote the teamwork required by our times, a trusting relationship and open channels of communication must exist between cadet units, officers and senior cadets. Weekly meetings are a key tool in the communications survival kit, whereby officers and cadets are free to discuss, disagree and to work toward a consensus of ideas. Agreement by this means results in a far stronger accord than imposed solutions emanating from a single authority. Cadet units that encourage open dialogue, resolve controversy and listen to all contributions, will develop a strong fabric to support their efforts.

As we approach the dawn of the next millennium, our challenge is clear; we must chart the course ahead for the cadets of today by modelling the leadership skills they will require tomorrow. This is indeed a leadership challenge equal to our turbulent times. As a professional cadre of youth workers, we must look past the windowdressing of superficial leadership and act to provide a supportive environment that values the diversity of individual life experience, is accepting of innovative ideas, and supportive of partnerships for a common vision of the future. The constancy that we seek in our changing times will not be found in other structures, routines and traditions, but rather through the values we espouse which permeate our very actions. Mter all, Leadership, as James OToole says in his book Leading Change, "is not about style but about ideas."

Capt Bruce Covington is aformer Commanding Officer ofArmy Cadet Corps 2675 Westmount, PQ. He is currently developing the nationalArmy Cadet training programme at the Directorate of Cadets in Ottawa.

Recognizing and Recruiting: The Other Half of the Equation

by Douglas]. Thomas

Examine your corps and League Branch and select a well-spoken person who might address interested visitors during a family information evening.

Recruiting and retaining cadets is very closely linked by one common bond; the relationship between the parents and their children. Because of its importance, I would like to expand on what I consider to be the essentials for any effective recruiting campaign. This article may serve to address one of our biggest dilemmas: "How do we keep cadets once they have been recruited?"

Parents are vigilant - you will only have one opportunity to make a good impression.

Dispel the misconceptions parents might have while promoting the benefits of our highly disciplined training. Skeptical parents may see what appears to be a para-military organization which we most certainly are not. We know that in order to do the challenging and demanding things they do, our cadets must be disciplined

We need to "market" our programmes to our potential recruits and just as importandy, to their parents or guardians.

Ask parents for their help and strengthen the partnership.

Experience indicates that we are competing with a growing number of well-organized youth activities for fewer potential recruits.

A cadet's commitment may be managed in part, by his or her parents who are becoming proactive in response to their perception of the higher risk environments in which they live.

Talk to parents of current cadets to uncover any initial apprehensions they might have had when the subject of cadets first came up at home. Ask how the corps and Branch might better advertize or approach other adults about the cadet programme. If this sounds a bit like "networking", that's because it is and it works! You have to anticipate objections in order to overcome them.

We offer a community-based activity.

Dispel the misconceptions parents might have while promoting the benefits of our highly disciplined training.

Skeptical parents may see what appears to be a paramilitary organization which we most certainly are not.

Number 3 ,... Spring 1997

Get endorsements from both public and government officials in promoting your respective cadet activity.

Position the parent to become a proponent ofthe corps and thus, a key source of motivation on the home front.

If your attendance is consistently good even when the weather is not, you may find that adult motivation at home likely had something to do with it. While in my

... make the whole cadet experience a three-way partnership between the unit, the parent and the cadet.

day I may have been perceived as a dedicated Sea Cadet, I can assure you my father was always the more dedicated one. Appeal to both parties, recruit both parties and where possible, make the whole cadet experience a three-way partnership between the unit, the parent and the cadet.

Finally, establish a realistic quota for your corps, maintain it and avoid spending all your time trying to recruit more cadets.

Most corps have historic quotas that may have been established in the 19405. If you regularly parade 40 and your quota is an unrealistic 90, then change the quota and run the best corps you can with 40 cadets.

Some of the most effective and more importantly, "fun" corps I have both worked in and visited, have been "small corps."

Doug Thomas is aformer CO cf Sea Cadet Corps 33 St. Lawrence. He is currently the National Executive Director cf the Navy League.

III

Catalogue Orders, Anyone?

by LCol R]R Guilhault

I

'm sure you know the story of little Johnny... or at least that you will easily relate to it. Little Johnny came to cadets in September. He was a normal kid, keen, intelligent and real eager to belong... to be part of the group! Little Johnny left cadets in October. Why? They couldn't find a uniform for him!

Sound familiar? But what if you were given a means by which you could order directly from the manufacturer? A bit like ordering from Sears or L.L. Bean. And receive the goods within, say 20 to 25 days.

Would you consider that an improvement? Wouldn't that help you retain little Johnny! Well keep your ear to the ground. Starting in September 1997, the CCO will embark on a trial which could do just that. Here are the highlights.

This activity, called The Cadet Clothing Trial, is a CF pilot to determine the feasibility of direct customer distribution of non-operational clothing. Its aim is to give better service to the customer, cut paperwork and simplifY the process, cut delivery time, reduce required

storage space at cadet corps and overall, save some money.

Based on the cadet corps quota, the cost of uniforms and the current holdings of the unit, COs will be given a shadow budget entitling them to order directly from the distributor. A catalogue detailing the necessary information to place orders will be made available to all cadet corps. It will contain the entitlements, measuring details, order forms, costs, return process, telephone numbers, help-line, etc. The entire process should be simple and explicit enough to fit in the catalogue so that an inexperienced supply officer can dress his or her cadets without further training. Sounds too good to be true! Let's hope not.

This trial which is scheduled to last one year, is for cadets at local units only; it does not include CSTCs nor CIC officers. More information will be made available to you at the end of the summer. The success of this trial could very well determine how we will conduct business in the CCM in the near future. So let's make the best of it.

WE NEED YOUR HELP!!!

Please send us photos of CIC officers in action.

Be sure to include all relevant information, including your name and a phone number where you can be reached.

If you wish your photos returned, please enclose a self-addressed envelope.

Your co-operation in this matter would be most appreciated.