Civil Air Patrol 2014-2015 Unit Action Plan August 2014 August 2014.

Civil Air Patrol

2014-2015 Unit Action Plan August 2014

Key Points

1. Strategic Plan critical to CAP’s future

2. All CAP units play an important role

3. Strategic Plan is “OUR” plan

4. Plan is tied to AF and DoD priorities; so this helps us justify our annual funding requirements

5. We need your feedback & suggestions for other actions units can take to support CAP’s plan

How plans should be developed:

National Plan Region/Wing Plans Unit Plans

Strategic Plan Priorities

1. Obtain and sustain required CAP funding

2. Maximize CAP resources/skill sets to meet emerging mission areas

3. Enhance awareness of CAP’s contributions and capabilities

4. Develop “dynamic Americans and aerospace leaders” through the Cadet Program

5. Expand Aerospace Education/STEM education outreach initiatives to meet America’s future national defense workforce requirements

6. Achieve institutional excellence

7. Value the service of CAP members

Goal 1.1. Enable CAP to better fulfill assigned missions

Objective 1.1.1: Increase internal AF funding for aircraft and O&M, and reimbursement from other federal agencies requesting CAP support through the AF.

- The National Staff will have primary responsibility for working this item.

- Region and subordinate units will assist as requested by the National Staff.

Objective 1.1.2: Apply for other federal funds once HAF/JAA renders an opinion allowing this.

- The National Staff will work this item once the Air Force gives CAP the approval to proceed.

Objective 1.1.3: Investigate alternative corporate and private grant funds not covered by the cooperative agreement.

- Pursue local sources of funding to support unit requirements and cadet flying training leading toward a private pilot license.

- Manage relationships with local FBOs so that they do not see CAP taking away from their flying training business.

Objective 1.1.4: Build network to communicate CAP capabilities, impact, value and results with the overall goal of increasing the number of customers/missions CAP performs.

- Work with state and local agencies to build this network. Utilize the chain of command to ensure that all information and successes are available to all levels.

- Wing Ops and ES Staff pursue opportunities for new mission areas using equipment/technology that CAP currently has.

- Regions/Wings working together with National Staff will provide assistance to ensure the message is consistent and accurate.

Objective 1.1.5: Further expand development program for the purpose of building financial resources to address needs and capitalize on opportunities that could provide a continuous stream of revenues and resources.

- Pursue local sources of funding to support unit requirements.

Goal 1.2. Stabilize acquisition for CAP aircraft, vehicles, equipment, supplies

and other resources

Objective 1.2.1: Continue to collaborate with HQ AF, MAJCOMs and other federal agencies to build requirements for resource validation.

- The National Staff will work this item.

and other resources

Objective 1.2.2: Review long-range funding/recapitalization plan for aircraft, vehicles, and equipment.

and other resources

Objective 1.2.3: Continue to review methodology used for identifying and validating aircraft, vehicle, and equipment requirements from external customers and within the CAP.

- The National Staff will work this item. Regions and wings will continue to identify new local customer requirements and staff them through their chain of command to NHQ.

and other resources

Objective 1.2.4: Work with HQ AF and SAF/MRR to identify/establish a CAP position at the HQ AF level to actively support the AF strategic planning and programming process.

- Complete. CAP now has a CAP member ( a retired Air Force officer who previously worked at the Pentagon) assigned to the Pentagon to interface with the Air Staff on matters involving AF and DoD support for CAP.

Goal 1.3. Build network to inform key stakeholders of the value/impact of CAP

capabilities on communities and the nation.

Objective 1.3.1: CAP wings develop grassroots member networks with their US representatives and senators.

- Wings develop and execute a plan for a senior leader (wing leadership, staff or unit commander) to meet with each of their US representatives/senators or their staff in the district offices at least once per year.

- Regions working together with National Staff will provide assistance to ensure the message is consistent and accurate.

Objective 1.3.2: Establish similar grassroots member networks with state governors, representatives, senators and heads of key state agencies.

- Wings develop and execute a plan for a senior leader (wing leadership, staff or unit commander) to meet with the governor and heads of key state agencies at least once per year. Someone from the same group should meet with each of the state representatives/senators every other year. Local squadrons will similarly meet with their local elected representatives to develop grassroots member networks with their community leadership.

Objective 1.3.2: (Cont.) Establish similar grassroots member networks with state governors, representatives, senators and heads of key state agencies.

- Wings work with state representatives to request support and obtain annual state funding.

- Groups/Squadrons seek annual funding through county offices, EOCs etc.

- Regions/Wings working together with National Staff will provide assistance to ensure the message is consistent and accurate.

Goal 2.1. Pursue new mission areas

Objective 2.1.1: Border Reconnaissance: Support federal and local authorities to fill command and control gaps.

- The National Staff will work the mission request/approval process. Local units will execute the missions.

Objective 2.1.2: RPA Training: Support combatant commander and coalition partners by training both the ground users of Remotely Piloted Aircraft (RPA) data feeds and RPA crew members.

Objective 2.1.3: Explore opportunities resulting from the AF’s (and other DoD/federal agencies like the USCG) downsizing of its existing aircraft fleet and weapon systems, e.g. airlift, et al.

Objective 2.1.4: Establish a methodology for identifying and validating new mission areas from both federal and state customers as well as within CAP. The current joint effort between the AF and CAP to validate requirements will greatly assist with this process.

- Region and wing commanders will continue to identify new missions and staff them through their chain of command to NHQ.

- The National Staff will work closely with CAP-USAF and HQ AF on this item.

Objective 2.1.5: Explore opportunities for RPA operations like RPA chase, acquisition of RPAs and expanding aerospace education to include RPAs.

Goal 2.2. Identify CAP gaps and capabilities

Objective 2.2.1: Use GAO report to help increase the support CAP provides to DHS agencies.

Goal 2.2. Identify CAP gaps and capabilities

Objective 2.2.2: Use CAP’s members’ current job assignments (civilian and military) for insights into potential opportunities.

- Ask members who work for federal, state or local government agencies if they have any operational, cadet or aerospace education functions that CAP could assist with.

Goal 2.3. Develop CAP Total Force initiative

Objective 2.3.1: Pursue Regular AF, Guard and Reserve partnerships/mentorships.

- Meet with local military base leaders at least once each year and brief them on how CAP can help the base as well as local communities.

- Request the base provide tours and demonstrations for CAP units, especially for cadets.

- Participate with the base in at least one training exercise each year.

- Invite military personnel to come to CAP meetings to speak with both cadets and adults.

Objective 2.3.1: (Cont.) Pursue Regular AF, Guard and Reserve partnerships/mentorships.

- Develop a PAO initiative at all levels to correctly use “Total Force” concept descriptions in their articles as much as practical.

Objective 2.3.2: Develop a plan to connect more CAP Chaplains with AF airmen in need of chaplain services and spiritual support.

- Unit chaplains work with AF base chaplains to provide support and assistance.

Objective 2.3.3: Explore military installation access.

- Each local military base commander is responsible for the base access and security procedures for that particular base. Unit commanders will work with security forces and base leadership to establish a process that will allow base access when required for unit personnel.

- Each Wing Commander should assign a staff officer as the primary contact for all major bases.

Objective 2.3.4: Work to integrate CAP into the developing AF strategic planning and programming (P&P) process.

Goal 3.1. Increase CAP’s brand awareness nationwide

Objective 3.1.1: Implement an internal and external branding campaign.

- All units implement the branding campaign that the National Staff will introduce at the National Conference.

- All units develop a proactive public affairs program that highlights CAP’s missions, successes and opportunities to serve both internally and externally.

Objective 3.1.2: Implement a brands standard policy to ensure seamless brand representation.

- Use the online Branding Resource Guide:http://capmembers.com/cap_national_hq/public_affairs/branding_resource_guide/

Objective 3.1.3: Publish CAP articles and photos in publications such as Air Force Times, Air Force Magazine, Airman’s Magazine, ARC periodicals, joint publications and in industry and general public publications.

- The Region, Wing, Group, and Squadron PAO will each write at least one article/news release each month about the great things CAP is doing in the community and ensure it gets published in the local media.

Objective 3.1.4: Maximize exposure through grassroots partnerships targeting groups and organizations with a national and common interest in CAP.

- Wing, Group, and Squadron leadership must attend Civic Club meetings (like Lions, Rotary, etc.) and brief them about CAP.

Objective 3.1.5: Use community service projects as a source for promotional opportunities and publicity.

- Regions, Wings, Groups, and Squadrons must participate in Wreaths Across America either as a location coordinator or in soliciting wreath donations to honor military veterans.

- Each squadron will complete at least one other community service project each year.

Objective 3.1.6: Create an inclusive environment and ensure diverse pools of candidates are available for leadership positions.

- Ensure recruiting efforts include a focus on more diverse candidates.

- Recruit at least 20% more diverse members each year (year to year comparison).

Objective 3.1.7: Educate AF Total Force on CAP capabilities, responsiveness and value.

- Meet with local military base leaders at least once each year and brief them on how CAP can help the base as well as local communities.

- Participate with the base in at least one training exercise each year.

Goal 3.2. Develop partnerships with federal, state and local agencies

Objective 3.2.1: Strengthen awareness among customers and potential customers through an ongoing awareness program, including dissemination of print and electronic marketing and communications materials and invitations to major events and ceremonies.

- Meet with state and local emergency response agencies at least once each year and brief them on how CAP can help them. Regions/Wings working together with National Staff will provide assistance to ensure the message is consistent and accurate.

- Participate with them in at least one training exercise each year.

Objective 3.2.2: Establish national-level relationships with organizations such as the National Governors Association, the National Search and Rescue Association, State Emergency Coordinators, and other state-related national organizations.

Objective 3.2.3: Establish collaborative partnerships with federal agencies designed to position CAP to help develop national standards for emergency services and in other areas like aerospace education and cadet programs where CAP has significant expertise.

Objective 3.2.4: Establish national-level MOAs/MOUs with key federal agencies such as the National Park Service.

Goal 3.3. Explore opportunities with AF Recruiting Command

Objective 3.3.1: Continue partnering with Total Force recruiting services to help publicize CAP’s programs and present recruiters with professional, core value/leadership trained cadets.

- Talk with your local military recruiting offices (active duty, guard and reserve) and build a relationship with them. Regions/Wings working together with National Staff will provide assistance to ensure the message is consistent and accurate.

- Invite the recruiters to come to CAP meetings occasionally to speak with both cadets and adults.

- Request recruiters refer potential cadet and adult members to the local CAP unit.

Goal 4.1. Ensure Success of the Cadet Program

Objective 4.1.1. Local Program Excellence: Motivate local and wing-level cadet leaders to strive for excellence in how they operate their programs.

- Share best practices with other units via the CAP website (email\ submissions to cadets@capnhq.gov).

- Each quarter, check the unit’s progress toward the Quality Cadet Unit Award via www.capmembers.com/QCUA.

- Wings provide strong support to the Cadet Advisory Council and use their recommendations and skills to enhance programs all across the wing.

Objective 4.1.2. Cadet Character Education: Position CAP to be a recognized leader in youth character education, which will include an emphasis on the drug-free lifestyle and core values.

- Working with the wing, encourage cadets to participate in the National Character Day program.

- Using existing materials, host a Red Ribbon Leadership Academy at least annually to showcase the cadets as positive role models fro middle school youth.

(www.capmembers.com/rrla)

Objective 4.1.3. Cadet Physical Fitness Education: Build the cadet fitness program to reflect the latest evidence-based practices.

- Promote excellence among individual cadets through a Hall of Fame scoreboard that identifies the highest performing cadets in each CPFT event, by age and gender.

Objective 4.1.4. Service Learning: Provide more opportunities for cadets to contribute to CAP’s real-world humanitarian and educational missions and assist with duties that adult members currently perform, where appropriate.

- Perform community service as a squadron by assisting with an air show, assisting Scouts with rocketry and aviation merit badges, hosting a Red Ribbon Leadership Academy, etc.

Goal 4.2. Focus on Cadet Program fundamentals

Objective 4.2.1. Adult Leadership: Prepare adult volunteers at all levels to be effective leaders of cadets.

- Ensure at least two senior members in the unit complete the Training Leaders of Cadets course.

Objective 4.2.2. New Cadet Orientations. Provide every cadet and his or her parents with a thorough, systematic orientation to CAP.

- Embrace the Cadet Great Start program and begin “pipeline recruiting” in conjunction with squadron open houses twice per year.

(www.capmembers.com/greatstart)

Goal 4.2. Focus on Cadet Program fundamentals

Goal 4.3. Enhance Cadet Program’s relationships with schools

Objective 4.3.1. Collaborate with the AF to explore options for expanding CAP’s cadet program into schools in communities where AFJROTC is not able to meet the school system’s request.

- If a junior ROTC unit is located nearby, meet with the adult instructor at least annually to seek opportunities to work together and share resources.

Objective 4.3.2. Seek endorsement from the National Associations of Secondary and Middle Schools and other educational organizations of the CAP Cadet Program as an extracurricular program for schools.

Goal 4.3. Enhance Cadet Program’s relationships with schools

Goal 4.4. Train cadets in space and cyberspace mission areas

Objective 4.4.1: Continue to expand partnerships with cyber industry.

- Units that are near cyber companies reach out to these companies and request career orientation visits for cadets as well as other support, including mentors, for cadets.

Objective 4.4.2: Increase participation in cyber activities

- All cadet units participate in the CyberPatriot program.

- For those units who are already participasting, increase the number of cadets participating by 10% over last year.

Goal 4.4. Train cadets in space and cyberspace mission areas

Goal 4.5. Help create new pilots and other aerospace professionals

Objective 4.5.1: Partner with organizations and industry to help provide more aerospace opportunities for cadets.

- Ask local civic groups for an opportunity to post the colors at one of their meeting, using that opportunity to enlarge the unit’s network of friends.

- All units work with these groups to create scholarship opportunities.

Objective 4.5.2: Recruit additional flight instructors to meet existing and future needs.

- Ensure recruiting posters or fliers are posted at local airports so that the aviation community knows about CAP opportunities in the area.

Objective 4.5.3: Expand programs to increase the number of cadets who receive flight training leading to solo and private pilot licenses each year.

- Work with local businesses and civic groups to sponsor cadets for flight training.

Objective 4.5.4: Motivate cadets to help meet the nation’s need for pilots.

- At the start of each year, contact wing headquarters to schedule at least two or three cadet orientation flight activities in advance.

Objective 4.5.5: Motivate cadets to help meet the nation’s need for aerospace professionals.

- Make contact with the aerospace companies in the local community and pursue guest speaker / facility tour opportunities.

Goal 5.1. Expand CAP K-6 participation by acquiring supplemental funding

Objective 5.1.1: Provide tools, access, and training for units to be able to identify and solicit local resources for ACE funding.

- Tools and training provided by National Development office.

- Work with local businesses and civic groups to obtain ACE funding.

Goal 5.1. Expand CAP K-6 participation by acquiring supplemental funding

Objective 5.1.2: Find ways to help CAP units/wings understand the importance of and grow the ACE program.

- Visit local teachers, establish relationships with them and promote CAP’s aerospace education products and activities, including the ACE program.

Goal 5.2. Expand CAP K-12 STEM program for cadets and youth nationwide

Objective 5.2.1: Revise/update and develop new online and/or print CAP curriculum products to promote STEM careers for CAP cadets and youth across the nation.

- Review and refer to the AE download page on eServices to view all available products.

Goal 5.2. Expand CAP K-12 STEM program for cadets and youth nationwide

Objective 5.2.2: Develop STEM partnerships to include potential funding sources with private entities and industry.

- Coordinate aerospace activities with local National Association of Rocketry (NAR) club.

- Provide AE support, both instructors and materials, for Air Force diversity events.

Goal 5.3. Promote K-12 STEM initiatives by providing and supporting workshops and

orientation flights for teachers

Objective 5.3.1: Work with CAP wings and partner organizations to promote aerospace/STEM experiences at workshops and during orientation flights.

- Conduct workshops for both AE internal and external audiences.

- Coordinate TOP Flights for our teacher members.

Objective 5.3.2: Expand industry, organizational, community, museum, and civic club partnerships and endorsements to support CAP’s K-12AE/STEM initiatives for CAP cadets and other youth across America.

- Work with your local aerospace organizations to promote AE.

Objective 5.3.3: Expand public relations coverage about CAP’s STEM accomplishments. Continue to provide updates at the Command Council and Board of Governors meetings and the National Conference.

- Work with local media outlets to cover AE/STEM activities and provide AE articles for wing newsletters.

Objective 5.3.4: Seek out other opportunities that are occurring across the country to expand CAP’s STEM involvement.

- Initiate communication with aerospace organizations and encourage CAP’s members to work with them to promote STEM and AE.

Goal 6.1. Promote member advancement with a world-class professional

development program

Objective 6.1.1: Continually assess CAP’s professional development program to affect desired outcomes.

- The National Staff will work item.

Objective 6.1.2: Continue a mentoring program for CAP’s key leadership personnel to include developing CAP’s next generation of leaders.

- Unit commanders and deputies will apply for enrollment in the Command specialty track.

- Unit commanders and professional development officers will use the 2013 Level1 orientation course as a mentoring tool to help new members assimilate into the squadron and receive their foundational training.

- Unit members with senior and master ratings in specialty tracks mentor junior members training in these tracks to higher ratings.

development program

Objective 6.1.3: Continually assess welcome system for active members who move to a new city or state to ensure the local squadron is engaged in the transfer.

- Use the report in eServices to invite members who have moved to a new area to the unit’s meetings.

Objective 6.1.4: Continue a five-year cycle for review and revision of specialty tracks.

development program

Objective 6.1.5: Provide on-line and on-line/in-residence (blended learning) options for professional development courses.

- Unit commanders and professional development officers encourage their members to train and maintain currency through the use of on-line and blended learning (where in-residence courses are not available).

development program

Objective 6.1.6: Integrate the new NCO Corps into the Professional Development program.

development program

Goal 6.2. Recruit and retain the best personnel

Objective 6.2.1: Continue to address marketing strategies to attract, develop, and retain a volunteer force with the professional skills needed to accomplish CAP missions.

- All units appoint a dynamic Recruiting and Retention Officer (RRO).

- Wing RROs provide training for unit RROs and share best practices.

- All units recruit pilots, mission staff and ground team members (adults) by focusing on areas where likely candidates can be found (airports, aerospace organizations, HAM radio, volunteer EMS and fire departments).

Objective 6.2.1: (Cont.) Continue to address marketing strategies to attract, develop, and retain a volunteer force with the professional skills needed to accomplish CAP missions.

- All units use similar strategies to recruit cadets and educators for CP and AE.

- Wings work together with Regions and National Staff to develop a marketing presentation that can be used to assist with recruiting.

Objective 6.2.2: Conduct exit surveys to better understand retention needs and issues.

- Units use the exit surveys to make CAP a better environment for all those who want to serve.

Goal 6.3. Broaden information on experience of our members

Objective 6.3.1: Expand the information collected on our members to include their professional skills and experience.

- Train more members to support the administrative requirements at each level in the organization.

- Educate squadrons to use Knowledgebase or the chain of command first for questions rather than calling Wing, Region or NHQ.

Goal 6.4. Support financial improvement and audit readiness

Objective 6.4.1: Continue to follow established financial processes in order to meet mission requirements and maintain public trust.

- Comply with all the requirements in the Financial Management regulations.

Goal 6.4. Continue to maintain superior audit ratings

Objective 6.4.2: Continue to maintain superior audit ratings

- Comply with all the requirements in the Financial Management regulations.

Goal 6.5. Build secure processes and communication methods

Objective 6.5.1: Ensure CAP’s IT and communications processes are secure.

Objective 6.5.2: Review CAP’s personally identifiable information (PII) requirements and processes in order to protect both the organization and personnel.

Goal 6.5. Build secure processesand communication methods

Goal 7.1. Reduce the administrative and other burdens imposed on CAP members

Objective 7.1.1: Conduct climate surveys to assess the needs, gaps and concerns of the organization’s personnel.

- The National Staff will develop a survey that will be released in January 2015.

- Region and wing Commanders hold regular meetings with key staff to convey important information from upper echelons and ascertain squadron needs.

- All unit commanders lead by example demonstrating the professional behavior we wish to see in all our members.

Objective 7.1.2: Review and streamline existing CAP forms, regulations and processes.

Objective 7.1.3: Review and implement measures to reduce the financial burdens on the membership.

- At the unit level, review dues and other costs to find savings for the members.

Objective 7.2.1: Survey members to determine what is most meaningful to them.

- Ask members at the unit level what they like most about CAP.

- Ensure unit is meeting the needs of its members.

Goal 7.2. Value the service of CAP members

Objective 7.2.2: Determine ways to add value to being a CAP member.

- Ask this question and try to implement ways to do this at the local level; staff ideas through the chain of command that need to be implemented at a higher level.

Goal 7.2. Value the service of CAP members

Goal 7.3. Create CAP Alumni Association

Objective 7.3.1: Establish the CAP Alumni Association as a vehicle to reconnect with former members, both cadet and seniors who have shared CAP experience. To provide former members a forum from which they can rekindle past relationships with other members of CAP.

- Provide contact information on former members to the NHQ office that is handling the alumni association.

Summary

1. Critical to future success of CAP

2. All CAP units play an important role

3. Strategic Plan is “OUR” plan

4. Plan is tied to AF and DoD priorities; helps CAP justify our annual funding requirements

5. We need your feedback & suggestions for other actions units can take to support CAP’s plan

6. Inputs/Questions?

Civil Air Patrol

Citizens Serving Communities

Civil Air Patrol 2014-2015 Unit Action Plan August 2014 August 2014.

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