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CIC NEWSLETTER National

Number 7 – Winter 2000

National Newsletter of the Cadet Instructors Cadre

In This Issue: Working With an Attention Deficit Is the CIC Badge a Flag of Convenience?

Public Relations Page

National Defence

Défense nationale

A Word from the Managing Editor Table of Contents

Captain G. Peterson, CD

One Big Happy Family?

From the Branch Co-Advisor Page 3

Professional Development Page 4

Have Your Say Page 8

Because You Asked Page 11

From the Leagues Page 12

Profiles Page 14

Communication Page 16

Announcements Page 18

Back in April I made the decision to become the CO of an Army Cadet corps after spending 25 years with the Air Cadets. The time spent working in support of cadets has always been a truly enlightening experience and is still the best hobby I can think of. This is exactly why I go back to the corps several evenings a week. Seeing cadets meet the challenges we throw at them is simply amazing.

Although very positive overall, my experience as an officer has brought its share of questions about the way we interact with each other as adults and, more specifically, about the way we treat each other as partners or as fellow officers. Whether we are sea, army or air, league members, Reg F, CIC, corps, squadron or headquarters staff, our ultimate goal is the same – to provide the best possible training environment so that our cadets learn and progress.

At times; however, it seems to me like we are acting more as rivals than as partners.

I recently attended a conference with nearly 100 of my colleagues. One of the hot topics on the agenda was the shortage of CIC and the need to establish solid recruiting strategies. When informed of the existence of an on-line search tool for job openings on the National CIC Web Site, and the fact that a national newspaper advertisement campaign was being developed, one officer stated: “Please transmit the following message to your friends in Ottawa: In the future, send us the money instead. WE will know how to use it properly.”

That comment, made in front of 100 COs, belittled the work done by several dedicated and experienced CIC members, whose only fault is to work for a different HQ. It suggests that people working in different places in the CCM are not as competent and do not know what is right for the cadets or the officers. It suggests that we are not part of the same team.

Unfortunately this type of comment is not the exception. How often have you heard corps officers criticize the corps next door? How often have you heard league members complain about the lack of trust and openness displayed by the military? Corps complain about the detachment, the detachment about the regional HQ, the regional HQ complains about the national HQ and almost everyone complains about the Leagues! What is wrong with that picture? Aren’t we supposed to be “partners”?

Over the years, it is arguable that we have become a fragmented organization where too many (and one person is too many) have come to believe that they can do as they see fit, without consulting with their partners and often with blatant disregard for existing rules and orders. Some corps and squadron COs go as far as not implementing the Mandatory Training Program, often ignoring the established standards for promotion or camps, thus running the risk of penalizing their cadets along the way. One CO even told me that CATOs, regional orders and the training programs are only “guidelines” and that he was the only one deciding what was right or wrong for his unit. Is there a problem here?

Local, regional and national HQs have different jobs to do and different resources with which to do them. Instead of having four partners pulling their corner of the blanket, we must come to realize that there is only one big blanket and we better start sharing it before we tear it apart. Unless we find a way to reconcile our local, regional and national differences and learn to work as one strong team, we are bound to feed frustration and resentment within our own ranks; wasting valuable energy and resources that could otherwise be spent in support of our cadets. Right now, I’d say that the CCM is not using its resources to their fullest because too many are still wasting time, energy, money and material trying to prove that they are Masters of their Domains.

The CCO is currently going through a major soul-searching phase with the Way-Ahead Process. I suggest that it is high time that we all start looking at our own individual and common behavior and reflect on what prevents us from being as strong an organization as we could be. We have to start pulling in the same direction and make the best of the limited resources we have. We have to elevate ourselves above the minor disputes and acknowledge our strengths and differences. Cadets do not know, they do not even care, who does what in the hierarchy, where the money comes from, or even what colour uniform we wear. They simply want someone to be there for them.

COVER PHOTO Captain Rick Butson 2814 RCACC in Hamilton took the cover photo for this issue. The photo won first place in the National Cadet Photo Contest in the CCM category.

“Training the Youth of Today to be Canada’s Leaders Tomorrow”

FROM THE BRANCH CO - ADVISOR A Sound Bite for the Millennium

CIC National Newsletter Winter 2000 Editor-In-Chief Colonel E.W. Hardy, OMM, CD Director of Cadets CIC Branch Co-Advisor

Colonel E.W. Hardy, Director of Cadets Imagine this. You are attending a regional CO’s conference and during a break you are interviewed by a reporter from CBCTV. She starts off by telling you she is doing an investigative report on the CCM. This reporter has done her homework. She knows that the CCM has about 55,000 cadets, 5,000 officers and consists of almost 1,140 corps and squadrons from every part of the country. She knows the aims of leadership, citizenship, physical fitness and stimulating interest in Canada’s defence forces. She knows that the Cadet programme is community-based and is supported by the Canadian Forces in cooperation with the Navy, Army Cadet and Air Cadet Leagues and assisted by local groups and volunteers. Then she says that she is aware that the CCM is the largest federally funded youth movement with a budget of almost $125 million!

“What”, she asks, “is the fundamental difference between the Cadet Organizations and other youth organizations?” The microphone is two inches from your mouth and the camera is rolling. All of Canada is about to hear you justify the expenditure of a lot of taxpayer’s dollars.

I have my own answer to this question - as well I should, since I must answer this very question from time to time - but first let me digress. I was listening to a CBC Radio programme some weeks ago where reporters were talking about the “sound bite”. They were saying some years ago the length of an audio or visual clip of someone being interviewed, that is inserted into a newscast to answer a reporter’s question, was 30 to 60 seconds long. Today the average length of a sound bite is five to10 seconds. That is not much time to convey an important message. So how are you going to give the message in so short a time while avoiding comparisons to, and confrontations with, leaders of other youth groups?

My answer . . . The fundamental difference that sets the Cadet programme apart from other youth organizations is the leadership. Leadership based on a firm commitment and adherence to rules, regulations, policies and programmes by a professionally qualified cadre of commissioned officers of the

Number 7 – Winter 2000

Managing Editor Captain G. Peterson, CD National Editor Lieutenant J. Chenier

Canadian Forces.

In a word, you are the fundamental difference. I’ve shown this quote to the staff here at the Directorate of Cadets and have had no shortage of comments, but all are variations on the same theme. In fact, more than half of our budget is used to qualify and employ the CCM leadership.

Regrettably, because of the liberties taken by a very few of the CIC, some individuals have referred to you as “cowboys-incharge” from time to time. Nothing could be further from the truth but we have to guard against this perception. We have to concentrate on enhancing the progressive development of the CIC throughout their vocation as youth leaders. To this end, a dynamic and far-reaching project has been initiated by D Cdts with the support of the Assistant Deputy Minister (Human Resources - Military).

This project will see the inclusion of the CIC into the Canadian Forces Military Occupational Structure which will then provide for a stable and responsive qualitative policy framework within which officers of the CIC are recruited, selected, trained, employed, promoted and remunerated.

In the next issue of the CIC National Newsletter you will be reading about the definition phase of a multi-year program that addresses many long-standing CIC training, progressive development, and human resource concerns. This longoverdue initiative to better support a third of the officer cadre of the Canadian Forces has the support of the highest echelons within NDHQ. We must continually seek ways to enhance the CCM but, rest assured, we already have a very successful programme due to your outstanding leadership. Every one of you should take pride for your role as part of the fundamental difference.

Editors-at-Large Captain R. Brown (Atlantic) (902) 427-0550 ext. 7506 Major F. Dornier (Eastern) (800) 817-2761 ext. 7135 Lieutenant-Commander P.A. McIntyre (Central) (519) 660-5026 Captain R.T. Templeman (Prairie) (204) 833-2500 ext. 6975 Captain B. Deck (Pacific) (250) 363-0905 Captain A.J.C. Ross (Northern) (867) 873-0841 This news publication has been produced on behalf of the 6000 officers in the Cadet Instructors Cadre (CIC) 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 CIC National Newsletter provides a venue through which all officers in the CIC can exchange new ideas, share experiences with other CIC branch members, and stay informed of relevant issues, programs and other activities. ________________________________________ The CIC National Newsletter welcomes any and all submissions. The deadline for article submission for the next issue is March 17, 2000. We reserve the right to edit all submissions for length and style.

Editor of the CIC National Newsletter c/o Director of Cadets Plans and Requirements Chief of Reserves and Cadets, National Defence Headquarters, 101 Colonel By Drive, Ottawa, ON K1A 0K2 Phone: (613) 992-6865 Fax: (613) 992-8956 E-mail: ad614@ISSC.debbs.ndhq.dnd.ca 101 Colonel By Drive, Ottawa, ON K1A 0K2 Phone: (613) 992-6865 Fax: (613) 992-8956 E-mail: ad614@ISSC.debbs.ndhq.dnd.ca

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P R O F E S S I O N A L D E V E LO P M E N T We received the following letter from the CO of an Army Cadet corps in Atlantic Region. Although we do not normally like to withhold the name of a contributor, we felt that in a case where the medical history of an individual is open to discussion the privacy of that individual should be honoured if requested. We hope that this page will help those members of the CIC who may at some point have to work with a cadet who has an attention deficit.

I’m Still a Cadet Even though I take a medication called Ritalin . . . I’m still a cadet!

I’m just a normal child who has a harder time doing things than others . . . but I’m still a good cadet.

It’s harder for me to sit still, listen and pay attention . . . but I’m a dedicated cadet.

I do things faster or slower than others . . . but I’m a hard working cadet.

It takes me longer to learn some things . . . but if you take the time I have it for life.

I’m persistent.

I don’t stay on task all of the time . . . but I’m a diligent cadet.

I am easily excited . . . but I am a great person to cheer the team on.

I don’t finish many things . . . but I have many great and effective ideas to help you out.

I don’t get up easily in the morning . . . but I shine at night.

And best of all, I have fast and strong impulse actions which could save your life one day . . .

I’m not a bad cadet . . . I just do things a different way.

Support me, encourage me, direct me and put me to work for you. I know I’ll do a good job . . . try me.

Attention Deficit (Hyperactive) Disorder is not a contagious disease. It is a hereditary dysfunction of the frontal lobe of the brain. When a message is sent to the brain, the message does not process as quickly, effectively or as appropriately as in a nonADD brain. There is nothing wrong with that except that in today’s society it makes it harder to sit down, stay quiet, do and

finish the work. If this ADD person had been a hunter in the 1700s he’d have “survival skills.” But in today’s farmer’s world where you must plant the seeds at just the right time, wait a long time and harvest at just the right time, it is nearly impossible. They need to be on the move and react with quick impulses.

Many universally famous people over the generations have had a different way of doing things that threatened society, i.e.

Christopher Columbus, Albert Einstein and Robin Williams. Though their impulsiveness breaks all the rules of constraint and conformity, it gives them the bravery to wager it all for the cause and the future outcome.

Attention Deficit Disorder can complicate daily living, but it is managed with medication to control the impulses and then with counseling on life skills to relearn appropriate behaviour. How do I know all this? I am a mother of three ADD children and have learned that I have it too. So believe me, we are not dumb, stupid or lazy. We just have more trouble getting things done on our own. You can help by supporting us; lovingly correct us and redirect us. We can succeed. We already have succeeded. We recognize our strengths and weaknesses. Please, we are normal people, not a disease.

Working With Children Who Have an Attention Deficit S. Maguire Working with children who are inattentive, impulsive, and/or hyperactive can be very challenging. What can you do to help a child with an attention deficit succeed?

You can begin by educating yourself about this neuro-biological disorder. With education comes tolerance, understanding and empathy. A good understanding of how attention deficit influences a child’s daily life will help you to see beyond the behaviour and to know that the child is not intentionally out to cause trouble.

Second, you will need to posses a positive attitude. Children who have attention deficit are often overwhelmed with negative reactions to their lives. They need people who will see them in a positive light and who will draw on their strengths and use those strengths to build up their selfesteem. To help build self-esteem, give

responsibilities you know they can successfully carry out. This may mean adjusting your expectations to take into account their areas of difficulty, but the effort will be worthwhile.

A high level of tolerance and acceptance is a must. Attention deficit is not the child’s fault. Keep in mind that what the child might not be able to reproduce today what he or she was able to accomplish yesterday.

Be accepting of the different ways in which they may learn.

You need to think proactively rather than reactively. If you wait for inappropriate behaviour to begin, chances are it will. You must be constantly asking yourself, “What can I do to ahead of time that will help this child be successful? How can I change the environment to better suit the child’s needs? Can I lessen the amount of work I expect? Can I decrease the distractions they have to deal with? How can I include them in everything the group does and create a positive outcome?”

Last but not least, maintain a sense of humour. We’re all human. Attention deficit can be draining on everyone, so keep it in perspective and don’t forget to laugh whenever possible.

Now that we’re off to a great start, let’s look at some of the strategies that might help a child with an attention deficit succeed in a group setting such as the cadet programme. Let me begin by saying that no two children with attention deficit are alike, and therefore strategies to help them be successful will also vary. However, these children do appear to have a number of common challenges that include the following: Waiting Time: When children are expected to “wait” or stand still for any length of time the opportunity for inappropriate behaviour increases. Reduce idle time to an absolute minimum.

Change: Changes in schedule are disturbing to children with an attention deficit. When a child is unsure of what to expect next, they become stressed and the end result is often unacceptable behaviour.

To reduce a child’s anxiety, always prepare the child for new situations in advance.

Give a five-minute warning when activities are going to change. This can be done verbally or by some agreed method such as flicking a light switch.

“Training the Youth of Today to be Canada’s Leaders Tomorrow”

Transitioning: In addition to difficulty moving from one activity to another, the child may experience problems moving from a highly stimulating activity such as a ball game to a quiet activity in which they are expected to sit still and listen. They need time to come down, so to speak, and make the transition within themselves. When planning your activities, pay close attention to the order of events and attempt to bridge between high and low stimulation activities.

As well, always closely supervise transition times so that the opportunity for unacceptable behaviour is reduced.

Attention Span: Children with an attention deficit have difficulty with many aspects of attention. They are known to tune out for periods of time, which can result in them missing important pieces of information.

They also struggle when it comes to discerning what they need to pay close attention to and often miss the most important information being given.

Because of challenges with attention span, make sure you provide clear, simply stated directions with a minimum of distractions.

Keep the child physically near you. This gives you the opportunity to QUIETLY cue them if they are not tuned in. To give the child yet another chance to hear the instructions, you may ask someone else in the group to repeat the instructions aloud or have everyone recite in unison. A visual reminder is also very effective. Post the instructions and important information. If there are important notices that parents need to be aware of, send them home in writing instead of expecting the child to remember all the details.

Distractibility: Children with an attention deficit are not only distracted by their external environment; they are distracted from within themselves. That is why

structure and consistency is so important in their lives. Set up clear and concise rules of behavior that apply to everyone. Write them down, post them, talk about them and be sure that everyone is clear on what the rules are, as well as the consequences for breaking them. If certain behaviours occur, the consequences should follow without attaching anger or blame to the action. Keep the number of rules to a minimum and make sure that your expectations for behaviour are not so high that the child is always in trouble. Conversely, set out rewards for appropriate behavior and use often. The key to breaking the cycle of unwanted behaviour is to praise!, praise!, praise! what you want to see over and over again.

should not be seen as a punishment area, but as a place open to anyone who feels the need to clam down for a few minutes.

Mundane Tasks: Children with an attention deficit have difficulty staying on task, especially in situations that are repetitive or mundane.

Break all tasks or assignments down into smaller, less complex units and praise them as they finish each part. Be aware that they may need extra time to complete a task. You can help those who have difficulty beginning a task by spending the first few minutes with them and making sure they understand what is expected. Don’t automatically assume they are aware of what is expected or have understood all the instructions.

Whenever possible break down activities, such as drills, into smaller segments of time.

Reduce the number of practice items that must be completed. For instance, allow the child to stop once he or she has demonstrated mastery.

Overstimulation: Large open spaces can be overwhelming. Gyms or large rooms resonate with lots of noise and competing stimuli and can easily overstimulate a child. Once overstimulated it can be a challenge for them to regain control.

To help with this provide plenty of opportunity for small group learning and social interaction. For children who are hyperactive, use that energy by establishing active and meaningful tasks such as collecting forms, balls, leading the group outside et cetera. Another proven strategy is to provide a quiet location away from all the noise. This

Lack of Structure or Routine: Children with an attention deficit become very anxious in an environment that lacks structure and routine.

The more predictable the schedule, the more relaxed everyone will be, but don’t forget that variety within a schedule is also important.

Recent research suggests that providing variety can improve performance and behaviour.

Multi-tasking: Doing more than one thing at a time can present a challenge and can lead to frustration and anxiety.

Organization: Many children with attention deficit do not have an internal calendar or sense of time, therefore time management and organizational skills need to be taught.

Help the child devise a calendar that includes important dates, assignments and tasks.

Pairing the child up with a positive role model who can help the child with organizational tasks and keep them on track also works very well. Buddy systems should be encouraged.

Maturity: Keep in mind that children with an attention deficit have developmental delays that slow their maturation by onethird. For instance, a child of 15 years may only be functioning, in terms of their maturity level, at age 12. This has a direct implication when planning activities.

These children often interact with who are younger than themselves. Allowing them to plan and carry out activities for younger groups is very effective.

Medication side effects: Some children with an attention deficit may be taking medication. Medication should be just one part of a larger treatment plan. Medication does NOT control the child. If properly administered it should filter out distractions, allowing the child to focus on the task at Please see ADD on page 6

Number 7 – Winter 2000

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P R O F E S S I O N A L D E V E LO P M E N T CHAP Update

session was developed to address policy issues that officers and NCMs are more interested in. A CIC member wants to know what he or she should do in the wake of an incident; so more emphasis will be placed on CATO 13-24 (The Cadet Harassment and Abuse Prevention Programme in the Canadian Cadet Movement) during this session. Conversely, parents want to know what their children are doing. So the parent session will show the videos and give a brief description of the programme.

Captain K. Cowieson The Cadet Harassment and Abuse Prevention (CHAP) programme, the first national youth-oriented programme of its kind in the country, focuses on the CCM’s core value of mutual respect.

Initial reports back from the field are favourable. According to a collection of CHAP evaluation forms from all regions, the most popular training tool was the video, while most thought there were too many slides. From the officer perspective, most appreciated that they were finally being given the tools to deal with these sensitive issues and said that the programme was long overdue. Younger cadets also seemed to enjoy the programme.

From the staff and senior cadet perspective, the reviews were not so flattering. Many felt that CHAP undermined their authority and placed too much power in the hands of junior cadets. Indeed, CHAP does emphasize what is NOT acceptable but does not focus on good behaviour. CHAP has removed leadership styles that many cadets, surprisingly, thought were appropriate.

Suggestions to replace this behaviour gap range from developing a CATO that outlines “guidelines for discipline” to having more aspects of leadership emphasized throughout all cadet programmes.

In the wake of implementing a programme such as CHAP, it is expected that the reported incidents of harassment and abuse would rise. In fact, the opposite occurred.

In the future, mediation will be a tool more utilized to solve conflicts. DND and the CF have embarked on an aggressive programme that will see professional mediation services offered across the country. It is anticipated that the CCM will be able to benefit from these services, although the programme is too early in development to know exactly how.

One measurement tool is the Significant Incident Report (SIR) in which serious cases, usually of a criminal nature, are reported up the chain of command. In comparison with SIR reports dating until 15 Oct 1998, SIR reports were down by 30% during the same period in 1999.

Although no conclusions can be drawn from this data, the signs are encouraging.

In addition to the CHAP programme, adult sessions are being developed aimed at two different groups. One for officers and NCMs and one for parents. CHAP was designed for cadets and although officers and NCMs in the CCM have been receiving the same package, it is felt that it would be more appropriate if a specific

CHAP is not perfect, nor is it finished.

This was a first attempt to deal with a serious problem that exists in this organization and in Canadian society.

In order to remain relevant, the programme will have to evolve to adjust to training requirement, legislation, and the needs of the cadets. The flaws in the programme will have to be corrected as well. Any feedback is encouraged. I can be reached in Ottawa at (613) 996-1221 or email at ad801@issc.debbs.ndhq.dnd.ca Captain Cowieson is the national CHAP coordinator.

ADD from page 5

hand. But, as with other medications, there are possible side effects.

If a child complains of, for instance, fatigue, thirst, aching stomach, or headache, recognise that these are true complaints and not an attempt to “get away” with something.

Self-esteem issues: Children who have an attention deficit often suffer from low self-esteem.

One way to help a child with their self-esteem is through positive reinforcement. Children respond best in situations in which rewards are given for “desirable” behaviour. Positively reinforcing what you want to see in terms of

positive behaviour will go a lot further than punishing that which you do not want to see, so take every opportunity to praise and reward even the smallest gestures towards appropriate behaviour. Be very cautious of embarrassing remarks or “put down” situations and look for opportunities for them to display leadership roles.

Consider the story of “The Little Engine That Didn’t.” The more blame he received the more he failed. The more he failed the less he tried. The less he tried the more he failed until one day he just stopped trying.

Then everyone said, “I told you so. The kid’s lazy, wilful, obstinate. He could do it if he wanted but he just doesn’t care. Oh well!

What did you expect?”

The story illustrates a scenario all too familiar for many children, and I urge you to remember the following: Do not limit the child with labels. Labels are not important, they do not define who that child is and may saddle them with a reputation that does not match their inner gifts. They have many

gifts to offer and it is our job as adults to seek out and underscore their successes as much as possible.

Sheila Maguire is a director for the Attention Deficit Association of Nova Scotia.

“Training the Youth of Today to be Canada’s Leaders Tomorrow”

Differences at the Heart of It Lieutenant Commander J. Lecours Are we any different from our neighbours south of the border? Every time a poll on the topic is conducted, you answer with a clear and resounding YES! And yet, we share commonalties: we pig out on similar quantities of junk food and have the same questionable tastes in movies (Batman, Batman II, Batman III!!!). So, how are we any different?

That which we hold dear to our hearts, which we consider important to us, is not necessarily shared by Uncle Sam’s nephews.

Our moral, spiritual and cultural values define our national identity. And the same goes for us, members of the CIC and officers of the CF. Our organizational values distinguish us from midget-level hockey coaches, high school teachers and scout troop leaders. Those values are what we call ethics.

In order to foster, within DND and the CF, an organizational culture based on the highest military, public service and societal ethical values, officers, civilian instructors and cadets will be receive training, through sensitization workshops, on the Defence Ethics Programme. Over the next 12 months, a team made up of regional representatives will devise an implementation plan and a training programme. Weíll keep you abreast of developments.

This photo, taken by OCdt Paramjit, Singh won best in the Life at the Unit picture in the CCM category of the National Cadet Photo Competition.

The Best Overall and Best CSTC picture for the CCM category was taken by Captain Rick Butson and is featured on the front of this issue.

Congratulations to all photographers who took part in the competition.

We Want YOU! Action Team 11 of the Way-Ahead Process, the team responsible for CIC and CI policy change, is still very active. Team 11 needs individuals to volunteer as members of the team. Your opinions and ideas are all very important.

Get involved! These issues affect the future of the CIC. To find more information about Team 11 visit the Way-Ahead Web page at www.vcds.dnd.ca/visioncadets or contact your regional Way-Ahead coordinator. We need you!

Number 7 – Winter 2000

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H A V E YO U R S AY RCIS (Atlantic) on the Cutting Edge Captain J.M. Constantine It is with great sadness that I write to you in response to Lt (N) F.B. Rodger’s letter to the editor posted in the last issue of the CIC National Newsletter. Sadness because it is disturbing to see an officer with years of experience misrepresent, either by intent or by lack of knowledge, the reality of the CIC working environment in Atlantic Canada.

While I cannot speak to the bulk of his comments I feel I must respond to the statements regarding the Regional Cadet Instructor School (Atlantic).

instructors (Yes, I did the math!) have been with the school for more than eight years.

In fact, the average age of instructors employed by RCIS in Atlantic Region is 27 years. I certainly hope they werenít teaching 15 years ago.

Those instructors that are over 35 include a school principle, a bank executive and professional teachers. Hardly people out of touch with current instructional pedagogy.

While we are on the subject of modern instructional methods, RCIS (A) this past year conducted two instructional development seminars for its staff.

These seminars covered and reviewed such subjects as the use of new technology in the classroom and role-playing as a means to educational objectives. Again, hardly in line with the picture that the above quoted comment paints.

This policy reflects our commitment to be responsive to the needs of our “customers.”

Yes, in a few cases this did cause us to lose personnel. While that is unfortunate, it was felt the greater good is better served by a staff that is aware of all of the nuances of working with cadets in a variety of settings In closing, I wish to state that this should not be viewed as an attack on Lt (N) Rodgers. I just wish to set the record straight as to the current state of affairs and goals of officer training for the CIC in Atlantic Region. We are not as stated “ . . . lacking control over our programme . . .” but making slow and steady strides to meet the needs of youth and the CF by providing intelligent, competent officers. We attempt to do this by using the best people have and the most modern methods we can collect.

Our course critiques indicate that the programme may take time to adjust but it is self-correcting and we feel RCIS (A) is on the leading edge of the service it provides.

At RCIS (A) we are acutely aware of the need to be current and in tune with the cadets, the officers and the times.

We have struggled, as has the entire service, This past year, to further ensure that RCIS to modernize without losing sight of the (A) is attuned to the current needs and goals and values that our movement demands on the CIC members at the Captain Constantine is the Training Projects and indeed DND are predicated upon. pointy end, the school instated a new Officer for RCIS (A).

In this endeavour we have, in the last two policy that demanded all its instructors years, purchased new technologies and either work or volunteer with a cadet unit. computer systems and instituted the use of electronic media both in the classroom ssed e are pa l p o e and in the office. We have gone so far p ood nd e very g m as to construct a Web page o s t cation a a u h d t e s i d e o a go (www.irampitc.ns.ca/RCIS) that our rn her CIS ers with y conce c i f M f . o tors at R c . , members can refer to for Programmed u . n r i t “ a s g n a i e e have and tim Instructional Packages and joining with sam ime we t g e n i er time m h v a c o s a the instructions as well as course synopsis t we still te offer. At ieve tha l r years, o e t o f b h b y c l o s u j and training centre details. The old pen m riou d their ago. I se ister, an been in s r n and paper system has given way to i e a v e m a y d h a 5 o wh at we 10 to1 computerized file systems and the hey rams th g ey used o h r t p ecause t s b d y r o s e h u v t e o e conversion of all our materials to t m lost ver th we re being ontrol o a c electronic media. It is a slow and costly e l o g is that p n n o i e e y v p a a s h d e i m ualif process, but one that we have undertaken at I a y well q uess wh g I .

C because of the requirement to be in sync I that ver eC . ..” affairs . ure in th with our society. ur own e no fut Lt. Rodgers spoke of “ . . . instructors at RCIS who have been in their job for years, still teaching with the same methods they used 10 to15 years ago.” At RCIS (A) we have over 50 instructors in three provinces.

They teach on multiple runs of 17 different courses, on weekends and in consecutive days, at five different training centres. Fewer than 10 per cent of our

se in o no voice by e v a h y a letter reall m o r f t xcerp the e is an e v o b a shed in i e l b u Th p s ger 9 .B. Rod ring 199 p S – r e Lt (N) F t ewslet tional N a N C I C

“Training the Youth of Today to be Canada’s Leaders Tomorrow”

We Need to be Different Captain J. Goodall

Lieutenant Colonel R. Guilbault’s comments from the last issue (CIC National Newsletter - Spring 1999) left me wondering if we, by our own actions, are not excluding ourselves from the officer community, with requests for special treatment from the CF. After much thought, I found that I preferred to view the situation from a different angle.

With the current CIC shortage, the administrators of the CCM and the CIC tailor their standards of admission, promotion and appointment to match the circumstances. Yes, we may be the ones requesting an exemption to the CF standards, but they are not approved lightly and when they are, it is with an eye to the needs of the CCM. For instance, the requirement for all CF officers to have university degrees was shown not to have been of substantial benefit to the CCM, and was not implemented within the CIC. Don’t get me wrong. I would have gladly taken time from my job to further my education, if I were to be paid for my tuition and my time, (which does not come free, even to me). But the benefit to my squadron would have been minimal, and would not have justified theat kind of expense. Yes, members of the CIC recommended this exemption was at the recommendation of members of the CIC, but it was the correct action for D Cdts to take.

We of the CIC seem to be pre-occupied with proving ourselves worthy of our brother and sister officers in the CF. We have our job to do, which is to administer the CCM across Canada. We do our job professionally, and with pride that is instilled in us during our formal training as CIC officers. We are not combat officers. We should not and do not pretend to be combat officers. That job is for others to do. It is a completely different occupation than ours.

Number 7 – Winter 2000

I know that we are treated with something less than respect by some members of the P Res and the Reg F. No, we do not have to have university degrees, no, we do not have to meet the same physical standards that other occupations do and no, our professional development courses are not as lengthy.

But we are being seen in the light of their standards and the requirements of their jobs, with little recognition of the contribution and self-sacrifice many of us make in the name of the movement.

We need to be proactive about gaining the respect that we deserve as officers in the CF. We certainly cannot demand respect, but must prove ourselves worthy of respect and the recognition that accompanies it. We must, individually, elevate our own standards of dress, deportment and personal drive to become the best CF officers each of us can be. Many of us can certainly improve our conduct shown both to cadets and CF personnel to a level beyond reproach.

We must constantly develop within ourselves new talents and qualifications while, keeping current with the everchanging program.

The ongoing concern about rights and privileges afforded to Reg F and P Res officers and not extended to the CIC may be a problem of ignorance. It may be ignorance on the part of those administering the programs that affect CF as a whole, or it may be about ignorance about the CIC among the rank-and-file CF members.

Our job would surely be a challenge to a combat professional. Would he or she have the patience, compassion and understanding to deal with adolescent and all of their problems? Would they be able to deal with an irate parent with restraint? Would they be able to take minimal training and practice and perform within restrictive conditions with excellence? Would they be able to carry out the program, and actually educate a cadet; actually shape and mould a cadet to become a citizen of contribution? We must put these questions forward when we assert ourselves to be not a lesser officers, but different officers, with a different job to do within the CF.

“. . . We a sk apply to u that a number of th s, alleging e regulatio they are n occupatio ot necessa ns and standards no n. Is that ry for our t righ We have d military ifferent en t? rolment st requested and to degree. W be exempt from th ards and we recently e requisite e constant ly request to hold a regulation university and obtain s for enro lm wa or promo tions (qua ent (education, me ivers to existing dical or ad lifications ministrati and time The above ve) in rank) . . ..” is an excer pt from a LCol Guil column b ba y CIC Natio ult, published in th e nal Newsl etter – Spr ing 1999.

9

H A V E YO U R S AY

The CIC Cap Badge as a Flag of Convenience Major B. Covington In reading a book of naval history recently, I discovered that in the mid-1950s it became very common for owners of commercial ships to register them with non-maritime countries such as Liberia and Panama.

Owners did this in order to avoid the high rates of taxation imposed by their own countries and in order to circumvent restrictive shipping legislation. This practice became known in maritime circles as “flying a flag of convenience.” Upon reflection, I think that there might well exist a modern day parallel to this practice within our very own organization - the CIC! Let me explain.

Many Reg F members find themselves in the frustrating position of being forced out of the service at age 55 by the mandatory retirement age despite a desire to continue contributing to the profession of arms. In searching for a solution to their quandary, many eventually find alternate employment within the CCM where they are eligible to work until age 65. While one can debate the morality and legalities of a mandatory retirement age, it strikes me that the only certain result of this restrictive legislation in our context is the negative impact on the identity of the CIC. I wonder if our cap badge has come to symbolize, for a growing proportion of CF members, an expedient solution by which to circumvent the mandatory retirement age, rather than that of a branch of officers who joined the CF to serve Canadian youth. Indeed, has our cap badge become a flag of convenience?

Now, before my words raise the ire of fellow officers that have transferred from the Reg F in order to commit themselves to the success of Canadian youth, it is important to say that I firmly believe the CCO is a better organization with a diverse workforce of individuals and backgrounds.

In this way we may all build on each other’s strengths and abilities. Indeed, partnering of so-called pure CIC with former members of the Reg F can often lead to excellence. I have enjoyed one such working relationship over the last few years.

It begs the question; however, if there was an identical mandatory retirement age for CIC and Reg F members, would the CIC have as many transfers? Would not some Reg F members prefer to continue contributing to the profession of arms for which they were trained and to which they have dedicated their lives rather than switch to the CIC? Having said that a diversified workforce is my preferred option for the CCO, tension does arise when one group of an organization’s employees join for very different reasons than another. As with most volunteer youth organizations, adults are motivated to enrol with the CIC in order to serve the youth in their community and give back to the organization that assisted them in earlier years. Those who transfer from the Reg F to the CIC do not always share these motivations. For some of these NCMs and officers, their conversion is a function of circumventing the mandatory retirement age, escaping the downsizing of National Defence or topping up their pensions under the provisions of the pension act.

While there is nothing wrong per se with their motivation for joining the CIC, the resulting tension and inequities that exists between these divergent groups is often very difficult to manage and hard on morale and branch identity.

One example of this resulting tension and the management problems it presents is the reluctance expressed by some former Reg F members to wear the CIC cap badge after years of wearing another. This reluctance by some members undermines the value of the CIC Maple Leaf and the way it is viewed by all. It is hard to build a sense of pride around an organization’s symbols if some members refuse to acknowledge them.

“We are specialists in the leadership and development of the young people entrusted to our care”?

Finally, branch identity cannot help but suffer from confusion when its leader, the Director of Cadets, is a member of a different classification. While there are many good reasons, such as the connection to the Reg F network that supports the CCM, to have a Reg F member as Branch Advisor, it begs the question why a CIC D Cdts is not being positioned to take the helm? Would Reg F pilots, infantry officers or MARS officers accept a CIC as their Branch Advisor? For me, the issue boils down to the professionalization of youth services within DND. As a solution, I would propose that a Regular Force component of the CIC Branch be created such that the CCO has its own permanent cadre of qualified youth professionals encouraged to remain with the organization and to develop their careers.

Such an establishment need not be large in number, but I believe that it does need to be present if the Cadet Movement is to step into the next century with confidence.

The recent allegations of sexual misconduct in minor hockey serve to highlight the complex nature of youth issues and that they need to be met by a knowledgeable leadership team of youth professionals at all levels of the organization. Such leadership does not presently exist in a constructed and conscious manner and as a result we do not serve the needs of youth in as an effective manner as we might. Perhaps with time, officers of the Reg F who have always worn the Maple Leaf will champion the CCO and the CIC!

An equally ironic situation can be found in the Director Personnel Information Services statistics for the CIC which listed the existence of three CIC colonels; all of whom transferred from the Reg F to a rank position that CFAO 49-6 states is not obtainable by CIC officers! Why is it that the highest-ranking CIC officers only earned that rank by virtue of their previous Reg F status? How can we reconcile this situation with the CIC ethos that states,

“Training the Youth of Today to be Canada’s Leaders Tomorrow”

B E C A U S E YO U A S K E D The Question Here’s a hypothetical situation. Let’s say my civilian job is that of a transport truck owner and driver. My truck must run continuously in order to provide me with a living. Now let’s say as commanding officer of a squadron, I was supervising my cadets on a Canadian Forces confidence course. One cadet was having difficulty on a section of rope netting and as I scrambled up to help him my leg slipped through the netting. On impact with an upright post, the bone was broken.

Now, here’s the question. Does the CF have some sort of income maintenance programme to provide me with an income while I am laid up due to an injury suffered during the course of cadet training?

Of course the cadet ended up safe and sound, but my leg ended up in a cast for two months. As I can’t drive the truck for two months, I stand (with difficulty) in danger of losing the truck and my job, not to mention my house, as I can’t pay the mortgage.

Jim Goodall Captain

The more people I have asked this question, the more people are left wondering about their own protection from this sort of problem.

The Answer S. Baylis In the scenario described, the member of the CIC who was injured while on duty (presumably on Class A service) would be covered under CFAO 210-29 and QR&O 210.72. for the period during which the member was incapacitated and unable to resume active service, actively seek employment, return to school or, as in this case, return to a civilian job.

Any disability compensation that is approved on behalf of the Minister by the Director Casualty Support and Administration 2 at National Defence Headquarters would be for military pay at the member’s pay rate at the time of the injury or incapacitation.

For instance, if the member suffered a broken leg and was certified by a medical doctor to be unable to return to his occupation as a truck owner and driver he would be compensated. If he could not work for 56 days and had the rank of OCdt, then the compensation would be for 56 days at the OCdt rate of pay. Income tax, CPP and EI would be deducted in this case because it is for more than 30 days.

As you can see this process could be time consuming and if the member was forced to wait until the final approval were made before any payment was made, then the member could be in dire straits. To offset this there is a provision whereby the commander of the injured member’s command can authorize pay advances up to three months on the written understanding that the member is subject to repaying any amounts advanced should disability compensation ultimately not be approved.

Should there be any questions related to the process or a particular case the members unit or command is encouraged to contact DCSA 2 at (613) 996-4956 early on in the process. This will ensure the member does not suffer any economic hardship due to injury or disability directly related to military service.

Scott Baylis is Director Casualty Support Administration 2 at NDHQ.

To initiate the process for disability compensation for reservists a CF 98 form (Report of Injuries or Immediate Death Therefrom) must be completed. In Section 4 of this form the member’s commanding officer should indicate that a summary investigation will be done and assign an investigating officer through formal terms of reference. This summary investigation must follow the chain of command, be reviewed through the chain of command and then be forwarded to NDHQ DCSA 2. The summary investigation should include an application for disability compensation for the member with the various appendices completed. There is input required from, among others, the treating physician, the member, the member’s employer and the comptroller or pay clerk of the member’s unit. This list is not meant to be exhaustive and is given for explanation purposes only.

Number 7 – Winter 2000

11

F ROM TH E LEAGU ES This article is specific to the Sea Cadet Programme and those who work with it. The Army Cadet League is currently in the process of creating a volunteer screening process. The Air Cadet League currently screens all league members, but does not have a process in place to screen volunteers.

Volunteer Screening — A New Navy League Responsibility

Navy League Driver’s Log. This log will be retained by the branch and requires that the driver fill in their name, read a statement regarding the fact that cadets must always travel and work in pairs or groups, and provide a signature, attesting they have a driver’s licence and insurance.

Navy League Driver’s Logs, applications and policies have been distributed to all Navy League Branches and Divisions.

Please note that the category of Civilian Volunteer, as formerly administered by the CF, has been terminated. This loophole, for all intents and purposes, permitted an individual to actually instruct and have full access to cadets without having undergone any screening at all.

D. Thomas Effective immediately, the Navy League has accepted full responsibility for the screening of all volunteers.

The military will continue to process and screen CIC and both paid and unpaid CI candidates leaving volunteers of any other description to the Navy League. To meet this tremendous challenge, the Navy League has created a National Abuse and Harassment Policy as well as a comprehensive two tier screening process.

In short, any member of the Navy League or any non-military person interested in assisting a Sea Cadet corps will have to be assessed as to the extent of their involvement. This assessment is intended to help the Navy League categorize an individual into one of two screening options. The first category will address those with regular and direct contact with cadets and will require the following: •

An application must be filled out.

•

An interview must be conducted.

•

A Canadian Police Information Centre check must be conducted.

•

A local check of personal references must be done.

The Navy League has accepted this volunteer screening responsibility with the understanding that corps officers now have the right to ask whether or not civilians attending Sea Cadet activities have been assessed and, if required, screened.

In addition, the Navy League also has a responsibility to ensure that any person working under the corps CO’s direction has also been properly processed by the military. Long gone are the days when a person started working with a cadet corps the first night they showed up with the understanding that the paper work would eventually catch up.

The second category is for individuals that assist a cadet corps by driving cadets thus having minimal contact. From this point forward, any cadet activity that involves volunteer drivers will require the use of a

This office has faced more than one disturbing case where pedophiles have gained access to, and subsequently harmed cadets. In addition, we now have a shared commitment that clearly states that we will

offer a “positive environment” where cadets can mature into productive young adults.

Unprofessional behaviour on either side of the partnership will be reported and addressed accordingly.

Times have changed for the better. Only a few years ago a joke told in poor taste would have been ignored, but now one can expect to be held fully accountable by a system that is no longer tolerant or understanding of bigotry, hatred or harassment in any form. The recently released CHAP programme serves this mandate as it educates and empowers the cadets themselves to take a more active role in protecting the positive environment.

This new system will take time to implement. We ask that all involved exercise flexibility where possible, yet take all the necessary precautions to protect the young people entrusted to our care.

One can now expect to be held personally responsible for failing to meet these new requirements. A Branch President or corps officer that provides an unscreened member of the public access to cadets could very likely find themselves before our legal system, regardless of how well they know that person.

In many ways it will be business as usual for those who toil away in support of this incredible programme. Many branches and corps have been screening members for a number of years using locally designed initiatives. New Brunswick Division, for example, launched a very intensive screening programme two years ago that was welcomed by volunteers, many of whom were parents or guardians of cadets.

As this system is new, it is essentially an evolving process that will require changes as we better learn how to implement it.

Please forward any questions, comments or concerns regarding this new direction to Douglas J. Thomas at 1-800-375-6289 or dthomas@navyleague.ca Doug Thomas is the National Executive Director of the Navy League of Canada.

“Training the Youth of Today to be Canada’s Leaders Tomorrow”

Insurance and Risk Management J. Mignault

Did your cadets have a good time during their last bush weekend?

Hopefully they did, and the event was without incident. In the post evaluation of the weekend event, it is determined that there had been no major injuries, no cadets were lost in the bush and there were no major complaints from cadets or parents.

The obvious conclusion is that this was a resounding success due, in part, to good planning, good supervision and teamwork. The success of this event is no doubt attributable to all these factors and other uncontrollable factors including perhaps “luck”.

Unfortunately, not all events are without incident. In some cases, there have been serious injuries and even regrettably deaths. These situations are usually very difficult for the injured cadet, the parents, the other cadets and the staff.

While the majority of activities are uneventful, the three Cadet Leagues are being served with an increasing number of legal actions either for or on behalf of injured, disabled or deceased cadets. Most of these relate to injuries sustained while on a special activity such as a bush weekend or some other special event. It is disturbing to note that like our American neighbors, Canadian society is evolving into a much more litigious society.

Number 7 – Winter 2000

Victims of crimes and accidents are increasingly turning to the courts, to ensure compensation for damages and injuries sustained. The common approach has been for the plaintiffís lawyer to launch a “shotgun” claim where many parties including DND (the Crown), the Leagues, officers and civilian instructors and even cadets are named in the suit.

Although many of these cases are settled out of court and few make it to trial, the issue before the judge is, “Who is liable?” and, “What caused the injury?” While officers and CIs are deemed servants of the Crown (i.e. the Crown will defend them), cadets are not, and when accused, may have to be defended through their home insurance policy or their League’s insurance policy. In situations where the defendants are found to be grossly negligent or in a situation of serious breach of trust, there are no guarantees that the individual(s) will not be held liable for their actions or failure to act appropriately.

The Army, Navy and Air Cadet Leagues of Canada do purchase accident, medical and liability insurance for all cadets, in order to ensure they are appropriately covered and compensated in the event of an unfortunate incident or accident. As more and more notices of claim and legal actions are brought against the Leagues, insurance premiums are increased to compensate for additional losses, legal fees, defense costs et cetera. The insurance premiums are directly related to the degree of inherent risk in the programme, including bush weekends and other activities and are likely to continue increasing if the number of legal actions continues to increase. As such, all efforts are required to ensure every aspect of the Cadet programme is conducted in a safe and secure environment with appropriate supervision.

There has never been a better time to apply principles of risk management when planning, conducting and supervising special events. Enforce proper supervision and ensure inherent risks from an activity are mitigated through increased supervision and staffing, reinforced safety and safe handling procedures, proper warm-ups for sporting events, disaster plans and emergency contacts and so on. Most of the issues and potential problems can be anticipated through proper planning and preparation and by keeping in mind SAFTEY as the prime factor in conducting all activities.

Jean Mignault is Executive Director of the Air Cadet League of Canada.

13

P ROF I LES One of the World’s Best M. Boriel When the 10 best pipers in the world gathered last November at the home of the Scottish Royal Family for the Glenfiddich Championship, Maj John Cairns was among them.

Although he did not win the contest, Maj Cairns, the National Co-ordinator of Cadet Pipes and Drums, gained valuable experience in the world-class competition.

He is the only CF member ever to compete in the Glenfiddich Championship.

Major Cairns joined an elite group of bagpipers last year by winning the top prize in the Highland Society of London’s contest at the Argyllshire Gathering in Oban, Scotland and the Northern Meeting in Inverness, Scotland. He is the only member of the CF ever to win one of these gold medals – let alone both. To achieve both in one year is a feat that only 10 others have attained in history.

As a result Maj Cairns has been invited to participate in a number of prominent international contests over the next few months, including the Donald MacLeod Memorial Championship on the Isle of Skye in Northern Scotland in April 2000 and the Millennium Contest – Qualifying Round, aboard the Queen Mary in Los Angeles, Calif. in February 2000.

Piping has a 150-year tradition in terms of international contests, with a prominent role for Canadians. Of the top five pipers in North America, only one is American (from Texas), three are from Ontario and one from B.C. Major Cairns is only the third Canadian ever to win the gold medal at Oban and the fourth to win the gold medal at Inverness. In his CF jacket and kilt, Maj Cairns brings recognition and exposure not only to the CCM, but to the CF as well. International contests allow Maj Cairns to take advantage of the opportunity to promote and educate fellow participants and judges about the Cadet programme and the CF in general.

“My goal with competing is to try and build a high level of credibility for the Cadet pipes and drums training

programme and to provide it with some measure of international recognition,” says Maj Cairns. “Any success that I have realized has had a direct impact on the Cadet pipes and drums programme.”

Major Cairns hopes that as local communities begin to recognize and showcase the talents of the cadets in the piping and drum programme, interested youth will be enticed to join the CCO rather than other civilian associations that offer piping.

Major Cairns comes from a family with a long background in piping. His grandfather was a member of the Argyll Sutherlands Highlanders and piped on the battlefields of the First World War. His father was a pipe major in the CF and the CO of Central Region Pipes and Drums in Ontario. As for Maj Cairns himself, he started playing with the Air Command Pipes and Drums at 10 years old. After joining the CIC as a training officer in 1983, he quickly moved on to become the National Co-ordinator of Cadet Pipes and Drums where he has enjoyed tremendous success ever since.

One of the biggest challenges Maj Cairns has faced in his current position has been the absence of a credit-granting school or conservatory in Canada for piping achievements. As such, Maj Cairns had to create the Cadet piping programme from scratch and chose to submit it to the Institute of Piping (an international piping body) which sanctioned the national programme and now awards cadets certificates of achievement upon completion of a minimum level of competency.

The high visibility Maj Cairns has attained through his own successes in piping has lent a much desired note of credibility to the Cadet piping programme, which now inspires hundreds of cadets aged 12 to 18 to take up the instrument.

“The nice thing about the Cadet piping programme is that there is no pre-requisite to start playing the pipes at the local corps and squadrons. A cadet doesn’t need to demonstrate any particular aptitude or previous knowledge in order to participate,” says Maj Cairns.

Cadets learn various pieces for annual inspections and parades in terms of a march-on, a march-past and the slow march. The specific tunes they learn for each of these components is left to their instructors who are often volunteers from the local Royal Canadian Legion or members of the affiliated units. The difference between the choice of music between two militia units like the Black Watch and the Calgary Highlanders is often significant although the technique is the same. As National Co-ordinator, Maj Cairns allows the instructors latitude in selecting the repertoire but requires a minimum standard in the development of the player, with a focus on performance as the bottom-line.

And the cadets reap the benefit of Maj Cairns’ talents. This summer five highachieving Cadet pipers were selected to fly to Scotland for training and were lucky enough to be in the audience as Maj Cairns competed for the Highland Society of London’s gold medal. It was a once-in-alifetime opportunity for these cadets who were exposed to the elite of the piping world and the rigours of competing on an international platform while also managing to complete aspects of their regular Cadet training programme.

Competition for selection to these international contests is fierce, with only 30 of the best pipers in the world invited to compete based on a series of qualifying rounds and the piper’s performance reputation. For the upcoming contests for example, Maj Cairns was presented with a list of six classical tunes and six dancing or parade tunes at an average of 15 minutes each which he must memorize completely.

His actual performance will total 2.5 hours and take nearly 100 hours of practice to achieve proficiency. Luckily for him, his $5,000, 40 year-old, set of Henderson bagpipes (which he inherited from his father) is still in prime condition.

We offer our congratulations to Maj Cairns and wish him good luck as he represents Canada, the CF and the CCM at the upcoming international contests. Make us proud!

“Training the Youth of Today to be Canada’s Leaders Tomorrow”

Working With Street Kids Lieutenant J. Chenier Lieutenant Derek Künsken had something to prove when he left for Honduras.

“I went down there . . . to make sure I’m the kind of person I think I am, someone who puts his money where his mouth is,” says Lt Künsken of his trip to the poverty stricken country in Central America.

Lieutenant Künsken left for Honduras in December 1996, just 10 days after finishing a master’s degree in cancer gene therapy. He spent the next three months working with street kids at a centre in the city of San Pedro Sula. He returned again as assistant director of the centre in the fall of 1997 and stayed until March 1998.

These trips were not vacations.

Almost all the kids Lt Künsken worked with had sniffed glue habitually before coming to the centre. Almost all had been prostitutes at one point or another, some willingly and some unwillingly. Some had venereal disease, a few were HIV positive and all had experienced abuse, neglect and malnutrition. The great majority of these kids were boys, although there were a few girls too.

Most of the kids Lt Künsken worked with were pre-teens. He says the youngest he saw was a four-year-old. He also says that by the time a child reaches the age of 13 or 14 the centre’s success rate is very low and it generally doesn’t work with children this old. The older kids have too much of a negative influence on the younger kids in the centre and one bad older child may cause the centre to lose five or 10 younger children.

“The world is just like I think it is,” says Lt Künsken when asked what he learned on his trips. “The world is an awful, awful place. There’s a lot of awful things that are happening out there and not a lot of people are doing anything about it.”

Lieutenant Künsken had the help and support of his family when he decided to go to Honduras. His parents gave him a plane ticket and $1,000 as a gift after he finished school. His uncle, who had also

Number 7 – Winter 2000

spent time in Honduras working with poor children, became somewhat of a role model, although Lt Künsken says his decision to go to Honduras was not based on what his uncle had done. Lieutenant Künsken’s uncle, after spending 25 years in the country, was assassinated in 1986 when he decided to stop running from the death threats he had been receiving.

When Lt Künsken arrived in Honduras he worked as a volunteer, although the centre provided him with a place to stay and food to eat. However, he says the food, most of which was donated, was of extremely poor quality. His weight dropped to 68 kilograms from 81 during his first three months. On his second visit, financed by the money he earned that summer at the Trenton Air Cadet Summer Training Centre, he ate a lot more fast food.

The centre where Lt Künsken worked is designed to give the street children a structured environment in which to work and learn. The children are taught hygiene and social skills, they play sports and build crafts, they have some free time and they are given some schooling.

The purpose of all this is to give the children the positive re-enforcement and affection they cannot get on the street.

Lieutenant Künsken says that after a few months the kids would start to wash and clean on their own, stay off drugs and play well with the other kids. The staff calls this a “resocialization success.” At this point the centre’s staff would start to look into getting the child back into the family or, if necessary, a more permanent institution.

“The experience I had as a CIC officer was extremely valuable,” says Lt Künsken.

“You’re used to directing medium to large size groups, you’ll have experience at organizing, you’ll have experience at just being a role model.

“All of the principles of leadership – leading by example, care and consideration for your followers, keeping people informed, being a team player – all those things were critical,” he adds. “There was some discipline, there was some control but I added a lot more.”

His experience in Honduras has also had an effect on the job he does as an officer.

He says he is far mellower now than he was before his trip.

“The perspective it’s given me is that most things don’t matter up here. Not to take anything away, but in all honesty how do you compare getting a parking ticket or being stuck in traffic or having a poor turnout at a Cadet event compared to someone not eating or someone starting to take drugs again. There’s no real comparison.”

The centre generally had eight to 16 children at any one time although the population sometimes reached an “unmanageable” 25. Volunteers at the centre saw between 300 and 400 kids in 1998. Lieutenant Künsken estimates that there are 10,000 street kids in the city.

Lieutenant Künsken was a cadet for two years at the end of the 1980s, became a CI in 1991 and enrolled in the CIC in 1992.

He is currently a training officer with 706 Ottawa Legion squadron and works for Citizenship and Immigration Canada’s intelligence branch.

One of the centre’s children sleeping off a glue-induced high.

15

C O M M U N I C AT I O N Public Relations: Visibility and Accessibility S. Ippersiel Over the past eight months (since my arrival in the Cadet world) I have talked at length about how amazing it is that an organization with the breadth and scope of the CCM can go unnoticed by the average Canadian. Clearly we have not done enough to make the CCM visible and accessible to Mr. and Mrs. Canada.

Things have to change.

Let’s take on visibility first. One of the main reasons we are not visible in the public’s eye rests with the fact that our communications products do not say, “Cadets.” Instead, they say things like, “Sea Cadets”, “Army CIC” or “Air Cadet League.” By compartmentalizing our image into sea, land and air, we diminish the impact of our communications products.

Which is preferable? a) limiting our vision to represent 15,000 army Cadets (or sea Cadets, or air Cadets) b) projecting the image of an organization that boasts 56,000 members and twice as many volunteers and supporters?

with a local cadet unit (any cadet unit!), happened on my phone number. They emptied their bag on me about how impossible it was to find Cadets in the phone book and how I was the eighth or tenth number they were given and if I didn’t give them an answer they were just going to give up on Cadets and so on and so on and so on. Having heard this, I looked in the Ottawa-Hull white pages under “Cadets” and only found one unit.

(2958 in Manotick – stand up to receive your ovation!)

At my level visibility and accessibility on the Web have been addressed with the creation of an integrated homepage for Cadets, the CIC and the three national Leagues. The Web address is www.cadetscanada.org. From there you can start your surfing through the vast Cadets Canada cyber-landscape.

Communication is an everyday occurrence that most of us take for granted. However, we need to evaluate our effectiveness at getting a message out to our audience.

A quick glimpse at the present situation indicates that there is room for improvement. Little things can be done to make Cadets more visible and accessible.

If you have tips or tricks that have worked for you, please pass them on to me by mailing them to the CIC National Newsletter or by e-mail at af397@issc.debbs.ndhq.dnd.ca.

There are things we can do to increase our visibility and accesability.

First and foremost, if you want to be reached by phone, list your unit under “Cadets” in the white pages. It’s a simple and inexpensive solution to a major communications gap and it increases both the visibility and the accessibility of your unit. A standard listing should look something like this:

Given the choice, I would choose b), only because in terms of PR, bigger is better.

CADETS – Sea Cadets 1234 Catamaran 234-5678

The other topic I want to address is the issue of accessibility. One of the most frustrating things I encountered this fall was the resignation in the voices of some parents who, in an attempt to get in touch

CADETS – Army Cadets 9876 Abseilers 345-6789 CADETS – Air Cadets 876 Gliders 987-6543

Uh-oh

Stéphane Ippersiel is the National Communications Manager for the Directorate of Cadets.

2000 National Cadet Photo Contest Listen up shutterbugs!

The 2000 National Cadet Photo Contest is coming! Contest starts February 21 and closes October 27. Details will be posted on the National Cadet Website (www.cadets.dnd.org.)

The National Cadet Photo Contest is open to all members of the Canadian Cadet Movement. Lots of prizes to be won!

Some recently published CIC recruiting pamphlets (numbers CIC 02-99B and CIC 03-99B) give an incorrect Web address for the National CIC Web Site. The correct address is www.vcds.dnd.ca/cic. The erroneous address has the slash facing the wrong direction.

“Training the Youth of Today to be Canada’s Leaders Tomorrow”

Letter to the Editor

for the rest of his life and contributed a great deal both to the success of his corps and of the Sea Cadet programme as a whole. Commander Carson leaves behind his wife of 46 years, six daughters and 15 grandchildren.

A bursary has been established in his name to help a deserving sea cadet attend college or university.

Dear Editor, Of all the publications and volumes I have had to contend with in my cadet and CIC career, not to mention all of the required reading materials in our civilian lives, I have found the CIC National Newsletter to be one of the most welcome packages in the mailbox.

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After I have perused the contents quickly, I pass along both copies to my compliment of staff, hoping that eventually at least one will return for a more thorough review.

I can only imagine the creativity required for such an immense and diverse project as the CIC National Newsletter. While it is not possible for me to even begin to keep in mind the operation of the organization en masse, I feel much more informed on the CCM as a result of the Newsletter.

If you must solicit changes and reviews of the content, then so be it. If I am anything resembling the general population of CIC, the fact that this newsletter exists at all is outstanding. But I implore you not to consider dismantling the project. We are too many not to keep informed. And until the Internet consumes all publications, the CIC National Newsletter is the best thing that has surfaced in a long time.

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Major-General Stuart McDonald, the Chief of Reserves and Cadets, is now a Commander of the Order of Military Merit. His status in the OMM was elevated in an investiture ceremony in June. Of the 97 Canadian Forces members who received decorations at the OMM ceremony, only five were made Commanders, the highest level of recognition for the OMM. The Army Cadet League of Canada has a new executive director. Dave Boudreau has taken over the post from Jim Devaney. Boudreau began his career as a cadet in 1967 and has been involved with the programme ever since.

Two Lives Saved Lieutenant J. Chenier Two children were saved from drowning in a heroic Canada Day rescue near the Whitehorse Cadet Summer Training Centre in 1998.

“I heard the kids screaming for their mother,” said OCdt Jodie Gilchrist, a CIC member who was working at WCSTC at the time. “We swam out, grabbed them and dragged them to shore.”

Officer Cadet Gilchrist and LS Doug King, who was a MCpl in the Princess Patricia’s Canadian Light Infantry at the time, were helping with Canada Day activities at a local park on the Yukon River. When they heard two children panicking in deep water they jumped in and helped the children to safety.

Both children were under 10-years-old.

King says the children were keeping their heads above water, but were starting to go into “panic mode.”

Officer Cadet Gilchrist worked with 99 Lynx squadron of the Royal Canadian Air Cadets at the time and is currently studying nursing at Georgan Collage in Orillia, Ont. Leading Seaman King is at the Canadian Forces Fleet School in Equimalt, B.C. Both have training and experience in water safety that has come at least partially from their work with the military.

Congratulations to both OCdt Gilchrist and LS King for a job well done.

With files from Safety Digest and Kathleen Goldhar of the Whitehorse Star.

Photo by Cathy Archibould, courtesy of the Whitehorse Star.

I too am at fault and personally accept your criticism of a nil response to your survey. However, I agree with the option you presented in the Spring 1999 issue that the newsletter is not perceived as needing changes.

Looking forward to the next issue, D.P. Woloschuk Captain

In Brief •

A long serving member of the CIC has passed away. Commander B.F. “Bev” Carson died of cancer on Sep. 20, 1999. Commander Carsonís cadet career began in 1945 when he joined RCSCC Agamemnon in Windsor, Ont. He stayed with the programme

Number 7 – Winter 2000

OCdt Gilchrest and LS King in front of the Yukon River.

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AN NOU NCEM ENTS Clothing and Equipping Cadets Captain C. DeMerchant What will a Cadet uniform look like in 2005? Is the present clothing issued to cadets practical for the training required? Is it issued at the right place, at the right time? What must be done to allow cadets to continue to take part in the ever-evolving training programme? Will there be money to dress and equip cadets? Where will the money come from?

We spend about $10 million dollars per year to clothe cadets at their corps, squadrons and CSTCs. This does not include operational clothing, like combat clothing and flight suits, temporarily issued at CSTCs. The logistical support of the Cadet Programme is now at a crossroads. We have taken a few small steps toward change, but the process has been slow and without a long-term strategic outlook.

Recently a long-term programme was initiated that will answer our questions. A Cadet Clothing and Equipment Working Group has been formed and will gather information from all stakeholders and initiate recommendations that will change the way we dress and equip cadets. The group must first rationalize our use of every piece of clothing currently issued to local units, detachments, regional headquarters and CSTCs. For example, why is adventure-training clothing only issued at CSTCs? What is the cost of warehousing these items? If this clothing is sitting on shelves 10 months a year why can it not be issued to cadets at their local units where training demands they go in the field?

Web Sight –

Currently, cadets are issued a uniform suitable for parades and classroom training only. They must purchase their own adventure training clothing or train in civilian clothing. If we issue adventure training clothing at the unit, cadets could bring their issued clothing with them to summer training. This is an example of the “outside the box” thinking we must use to approach renewal within the logistics support of the cadet programme.

Several changes are currently underway. We have replaced the athletic short issued to cadets at CSTCs with a more comfortable short. We are in the second phase of a trail to replace the gabardine all-season coat with a more comfortable all-season coat. This summer we will introduce a new wide brimmed hat to replace the baseball cap and a new style of athletic shoe to replace the grey running shoes. Next year cloth cap badges may replace all metal cap badges.

The above changes, initiated in most cases by cadets and CIC members, have saved DND money by introducing less expensive, better quality and more practical items.

In 2000 and 2001 the working group discussions, will involve trainers at NDHQ, CSTCs and local units. Cadets and CIC personnel will have an opportunity to voice their concerns and all stakeholders involved in the programme will have the opportunity to speak up and ask questions.

Captain DeMerchant is logistics officer at DCdts.

A Time Saver?

Captain G. Peterson As you know by now, the Way-Ahead Process is currently considering providing each unit with software that would include standardized forms and a database. This software would computerize, among other things, cadet registration, camp applications, promotions, clothing and training records. As CO of a large Army Cadet corps and an information technology specialist, I find this idea to be of great interest. It certainly has the potential to make our lives easier. However, how much time can really be saved at the unit by using computers has yet to be determined.

Many of you are already using some sort of database developed by your own local computer“guru” or purchased off the shelf. In fact, I have received several e-mails since September from officers asking me to evaluate the latest version of their database. Part of me wants to believe that computers are THE answer to one of our biggest problems – lack of time – but I cannot help but feel it is possible to replace a paper burden with an electronic one. Reports printed from an electronic database sure do look better than if handwritten, and no one will argue that storing information, like phone numbers and addresses, to retrieve them later is inconvenient. But to get there one must spend a lot of time entering the data in the computer. Are we really saving a lot of time here? Maybe.

Seriously think about it for a moment and answer the following questions: What functions of running your corps or squadron will gain in efficiency by being computerized? How much time will be saved by using the computer to register cadets, keep track of exam results or keep track of supply transactions? For the vast majority of cadet units that only have access to one or two computers, entering data in the database

requires that we first write the data manually on paper during their regular training session and then transfer it into the database when things are less hectic. How much time is saved there? Not much; it often takes as much time to type the information as it does to write it on paper. It also means, unless you have several computers, that various people will need to use the keyboard at different times during your training sessions and only those people familiar with the use of a PC can process the information. And do we really save paper knowing that you will eventually be required to print a copy of almost every document?

To be truly efficient and save time, the exchange of information between the various departments (admin, training and supply) should ideally be done over some sort of local network, but how many units can physically connect their computers together? How many of you have done so? Many units are scattered over various buildings and this makes networking difficult. And what about those units that do not have a phone connection or store the corps PC at the CO’s residence?

We would appreciate receiving your feedback, ideas and comments about this topic. We are especially interested in the administration and the training officersí point of view. Has information technology improved the efficiency of your unit? To what extent and how?

Has it really improved the efficiency of your staff? What kind of problems, if any, has it created? Send us a copy of the tools you are currently using, especially if it has helped make your life easier. We will take a serious look at it and compare with the best out there.

We will even publish the best testimonies in future issues of the Newsletter and on the CIC Website. Our e-mail address is ad614@issc.debbs.ndhq.dnd.ca.

“Training the Youth of Today to be Canada’s Leaders Tomorrow”