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Documents presented in this section are selected works by students enrolled in the programs offered at the Osside Institute. These papers focus on the Canadian Armed Forces and the non-commissioned member corps.
Search results for the year "2022"
This research project was carried out as part of the Senior Appointment Programme (SAP). The main objective of my work was to analyze the Defence Policy Initiative number 10, Strong, Secure, and Engaged (SSE). I looked at different aspects related to diversity and inclusion within key institutional positions to examine how Member Well-Being and Commitment is improved and what role should a senior appointment chief petty officer first class/chief warrant officer (CPO 1/CWO SA) have in this context. The question at the heart of my study is the following: “what is the role of the SA CPO 1/CWO in promoting diversity in key institutional leadership positions in the Canadian Armed Forces to improve Member Well-Being and Commitment?” The study is divided into four sections as follows: initiative 10, Member Well-Being and Commitment, the role of a CPO 1/CWO SA with recommendations, and conclusion. Diversity is a Force Multiplier within the institution and we need to reinforce the importance of all our members within the team.
Under Canada's defence policy, Strong, Secure, Engaged (SSE), one of the Institutional initiatives is to have an effective recruitment system to help grow by 3,500 and attain the objective of 71,500 for the Regular Force military personnel. In this Research Paper, I will aim to produce an answer to my Research Question: What role does SA CPO1/CWO have in a new reformed recruiting system that respects the current values, laws, and culture of the broader Canadian society, toward attaining our goal of 71,500 Total Regular Force Size? I hope to answer this question, I intend to analyze and search, literature and documents on the subject and to complete a critical analysis of sources. And, possibly collection of data by the study of documents.
If assenting to the opinion of a crisis in mental health (MH) amongst copious Canadian Armed Forces (CAF) personnel, the development of enhanced and more accessible services must be a consideration. Accompanying the struggles with MH, there is a ‘stigma’ associated with this injury/illness which directly impacts the willingness to seek support or professional medical services. The impact has resulted in much foregoing aid and treatment with some perceiving isolation as directly affecting their ability to feel respected and perform their duties with dignity. This paper will examine how the CAF can provide support to health and resilience by implementing initiatives 15-17 of Strong, Secure, Engaged (SSE). Furthermore, this paper will explore what role a Senior Appointed CPO1/CWO is expected to trumpet in commitment to Military Ethos as a steward of the Profession of Arms, vis-à-vis promoting dignity as it pertains to MH. To arrive at a correlation between loss of dignity and MH, this paper will explore published materials, followed by what a CPO1/CWO can do at the institutional level. Furthermore champion alternative medical approaches, and introduce the direct link between the CAF Ethos, and risks to the foundation for inclusion when an atmosphere of stigma continues association with MH.
This project was presented as part of the Senior Appointment Programme (SAP). The objective of my work is to analyze initiative number 13 of Strong, Secure, Engaged: Canada’s Defence Policy (SSE) (which reads: “Place a new focus on recruiting and retaining underrepresented populations within the Canadian Armed Forces [CAF], including but not limited to, women, Indigenous peoples, and members of visible minorities.”) from the dimension of Member Well-Being and Commitment of the CAF Effectiveness Framework, while explaining the roles of senior chief-petty officers 1st class/chief warrant officers (CPO 1/CWO) from the perspective of this initiative as well as that of Member Well-Being and Commitment. While culture change is well underway within the CAF, it is not fully reflected in the recruitment and retention of people from underrepresented groups. Given that it will be difficult to meet SSE objectives for 2026, senior CPO 1/CWOs will need to support the analysis of the current recruiting system as well as suggest and influence new recruiting strategies if we are to see change at this level. In addition, we will need to ensure that all Canadians can consider a career in the CAF. We need to be more visible and proactive throughout communities in Canada.
Recruitment and Retention are significant issues senior leadership in the CAF are facing. Strong, Secure and Engaged, Canada’s defence policy, introduced 111 initiatives under 23 areas of interest, including “develop and implement a comprehensive Armed Forces retention strategy to keep our talented people in uniform with a welcoming and health work environment”. As senior leaders in the CAF we ask “what role does the Senior Appointed CPO1/CWO have in leveraging flexibility, creativity and innovation to effectively increase retention in the CAF?” Information in support of this research paper was found through multiple online sources with an eye to identifying what other nations were doing to address similar retention issues as well as a focus on some internal CAF policies that assist or hinder retention. Australia and New Zealand are approaching their retention issues from different angles, either personnel related or financially through compensation. Reviews of some CAF policies such as Preferred Manning Levels, Period of Retention and Universality of Service were conducted to determine if it was possible to leverage existing policies to improve retention in the CAF. It is simple to compare other nations’ approaches to their issues, review current policies and make recommendations based on those findings, however the most important factor to consider is that of the future members who in the end, will benefit from any creative solutions produced to improve retention in the CAF.
Although one could argue that newly promoted senior NCOs at the strategic level are mostly prepared, based on years of tactical and operations experience, there is a significant difference between operating and advising within a strategic environment than within the operational and tactical levels. If we then view this argument from a NATO standpoint, it adds another layer complexity. Although understanding national strategic doctrine and policy will obviously be beneficial within an international NATO alliance, there will also exist the national strategic policies of 29 other nations. Notwithstanding a diverse European culture that carries its own share of complexities and military doctrine. To do so, Senior Appointed CPO1/CWO’s required to advise and operate in a strategic environment require a significant period of time to develop. But when it comes to preparing CPO1/CWO’s for this specific level, the CAF development model doesn’t seem to adequately prepare CPO1/CWOs for the employment with a strategic environment. As such, we have a specific question: What is the role of SA/KP CPO1/CWO in adapting CAF NCOPD to the ever-evolving complexity of strategic roles, environment and employment within NATO context. To answer this question, this paper will be divided in two sections. We will first analyze how NATO operational Commands are influencing the strategic level, and how the CAF is adapting its NCOPD to this every evolving environment. Finally, we will analyze how/what is the role of SA/KP CPO1/CWO in improving NCOPD.
Present and accounted for, women have been, and continue to be an integral part of the proud history of Canada and the Canadian Armed Forces (CAF) since the 18th Century. Even though women are well established into the fiber of the CAF, it is evident that there is an issue with the retention of serving females or the recruitment of new women into the CAF, or possibly both. The apparent lack of women in the Forces and the need to augment female recruitment is clearly identified in the Strong, Secure, and Engaged (SSE), the 2017 Liberal Defence Policy. SSE ascertains that the CAF should represent Canada’s diverse population, therefore the CAF “will increase the proportion of women in the military by 1 percent annually, to move from the current 15 percent to 25 percent representation by 2026. From the direction identified in the SSE and based on the information gained through my research, I will address the following question “What role and influence does an SA CPO1/CWO have through the Culture Change Initiative with the objective to make the CAF an employer of choice, ultimately reaching the target ratio of 1:4 females to males by 2026?
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