DIRECTORS REMARKS TO EXECUTIVE DIRECTORS October 2013 WELCOME

DIRECTORS REMARKS TO EXECUTIVE DIRECTORS October 2013

WELCOME • 45, 105 the number of military families in the Canadian Armed Forces Regular Force • 12, 247 full time reserve • 83% the proportion of families of Regular Force members living in civilian communities, as opposed to on a military base • 8% the proportion of families of Regular Force members who are living with one or more children with special needs • 82% the proportion of military spouses who are very supportive of their partner’s career in the Regular Force • 76% the proportion of spouses who have relocated at least once due to their spouses’ military posting • 70% the proportion of spouses who have experienced the deployment of their military partner at least once • 17% the proportion of spouses who have experienced the deployment of their spouse more than five times • 51. 8% the proportion of military spouses who reportedly felt that they had made career sacrifices, and a smaller proportion reported they were underemployed (9. 5%), unemployed or that their career had been severely affected by their partner’s military service (8. 8%) • Over 37, 000 hours of emergency, respite and casualty child care support were provided to over 2000 families in 2011/2012

OBJECTIVES • • • Vision Trust Understanding Best Practice Networking 3

IT STARTS HERE Mission To enable a mission ready Force by addressing the issues faced by CF members and their families that result from military service. Vision Strong, resilient families who enable a mission-ready Force and who enjoy a quality of life comparable to other Canadian families

MILITARY FAMILY Europe United States • POPULATION SERVED • • MFRC Command team • Stakeholders Associate, • SHAPEChief International of Staff School • AFNORTH Human Resources International School Management • School extension Commercial services Canadian Forces Moral and Welfare Services MFRC • Command team • Stakeholders Casualty Support • CDLS Management Washington • NORAD Colorado Springs Canada Personnel Support Programs Financial Management Information Management Associations MFRC Royal Ottawa Hospital Vanier Institute Community Services Provinces

WHY ARE WE ALL HERE?

MFS ORG CHART Director Colonel Russ Mann Special Advisor LCol Cheryl Baldwin Executive Assistant Ghada Swid-Zrein CWO Mario Martel Deputy Major Marianne Kaduck Resilience and Engagement Laurie Ogilvie Europe Caterina Perry United States Barb Bragg Dependant Education Marc Bélanger Team Support Lt(N) David L Gingras

ABOUT EXECUTIVE DIRECTORS The directors are any organizations’ primary asset. . . Directors are unique… (they) are responsible for making sure that the organization relates to people in accordance with the law, that it acts in a fiscally prudent manner and that it is effective in achieving its purpose. Donald J. Bourgeois, 2009

FINANCING PRIORITIES • • Almost 40% of all MFS public funding is spent on overhead. Industry standard is 5 -15% (excluding fundraising). Potential to reduce overhead if current funding and reporting requirements through e. Business Centre are reduced. Potential MFSP category misalignment across expenditures, services delivered, and military family usage. % programming expenditures % activities and workshops delivered % of all military families using services PDCI 38% 56% 2. 2% CYDPS 28% 22% 0. 9% FSR 17% 19% 4. 6% PSI 17% 3% 1. 4%

A LOOK AHEAD… CHIEF REVIEW SERVICES STUDY 1. 2. 3. 4. 5. Stakeholders • Action plan; performance measures Child Care • Assess user-pay options; Implement solutions Policy Revisions • CNA updates; Questions to determine why some families do not use services • PFP updates Mandated programs for all families • MFSP; High Five National marketing and communications • WG to support Morale and Welfare (but also coord with CFHA, DGHS and DGCB) 6. 7. 8. Rebalance MFS resources • Provincial work; child care • Initial investment? MFS Overhead • Benchmark vs. Not for profit/community services • National and local Coord of broader range of MFS • User data tracking • Spending alignment to the logic model • Coord plan for data collection WILL SHAPE OUR WORK AND MAY AFFECT OUR DIRECTION

A LOOK AHEAD… OMBUDSMAN’S REPORT • The Ombudsman’s report, to be released on 5 Nov, reflects current realities, and validates what the CAF has identified through qualitative research as the key challenges facing military families. • The DND and the CAF are continuously examining the Military Family Services Program and the broader framework of member and family support to achieve the best use of resources and improve military family life. • The health and well-being of military families is a top priority for senior leadership, and the DND and the CAF are committed to ensuring that the family voice continues to inform policy development throughout the organization. • DND and the CAF strive to ensure that military families enjoy the same quality of life as other Canadians and are not disadvantaged by the conditions of military service, through collaboration with all levels of government, and with many other Canadian partners.

FOR YOU TO THINK ABOUT… MOVING FORWARD 1. 2. 3. 4. Ombudsman’s Report findings and impact on MFRC services? Chief Review Services Report and roles for MFRCs? Are we collectively doing our best for families? How do we know? I invite you to: • reflect on your role, your skills, and your influence • ask questions of your Board members and families about how your Centre is doing • identify what you need to be successful, engaged and healthy and how can MFS support you • think about self care for you, your Board and your staff • think about what makes you feel/would make you feel like military families have access to the services they require 5. Connect with any of the MFS staff if you have need advice, or have questions or concerns.