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.
Goal 1.1. Enable CAP to better
fulfill assigned missions
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.
Goal 1.1. Enable CAP to better
fulfill assigned missions
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.
Goal 1.1. Enable CAP to better
fulfill assigned missions
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.
Goal 1.1. Enable CAP to better
fulfill assigned missions
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.
Goal 1.2. Stabilize acquisition for CAP
aircraft, vehicles, equipment, supplies
and other resources
Objective 1.2.2: Review long-range funding/recapitalization
plan for aircraft, vehicles, and equipment.
- The National Staff will work this item.
Goal 1.2. Stabilize acquisition for CAP
aircraft, vehicles, equipment, supplies
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.
Goal 1.2. Stabilize acquisition for CAP
aircraft, vehicles, equipment, supplies
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 thegrassroots
value/impact
of CAP
Objective 1.3.1:
CAP wings develop
member
capabilities
on communities
and the nation.
etworks 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.
Goal 1.3. Build network to inform key
stakeholders of the value/impact of CAP
capabilities on communities and the nation.
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.
Goal 1.3. Build network to inform key
stakeholders of the value/impact of CAP
capabilities on communities and the nation.
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.
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 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.
Goal 2.1. Pursue new mission
areas
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.
- The National Staff will work this item.
Goal 2.1. Pursue new mission
areas
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.
- The National Staff will work this item.
Goal 2.1. Pursue new mission
areas
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.
Goal 2.1. Pursue new mission
areas
Objective 2.1.5: Explore opportunities for RPA operations
like RPA chase, acquisition of RPAs and expanding
aerospace education to include RPAs.
- The National Staff will work this item.
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.
- The National Staff will work this item.
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.
Goal 2.3. Develop CAP Total
Force initiative
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.
Goal 2.3. Develop CAP Total
Force initiative
Objective 2.3.2: Develop a plan to connect more CAP
Chaplains with AF airmen in need of chaplain services and
spiritual support.
- The National Staff will work this item.
- Unit chaplains work with AF base chaplains to provide
support and assistance.
Goal 2.3. Develop CAP Total
Force initiative
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.
Goal 2.3. Develop CAP Total
Force initiative
Objective 2.3.4: Work to integrate CAP into the developing
AF strategic planning and programming (P&P) process.
- The National Staff will work this item.
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 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.
Goal 3.1. Increase CAP’s brand
awareness nationwide
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/
Goal 3.1. Increase CAP’s brand
awareness nationwide
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.
Goal 3.1. Increase CAP’s brand
awareness nationwide
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.
Goal 3.1. Increase CAP’s brand
awareness nationwide
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.
Goal 3.1. Increase CAP’s brand
awareness nationwide
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).
Goal 3.1. Increase CAP’s brand
awareness nationwide
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.
Goal 3.2. Develop partnerships with
federal, state and local agencies
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.
- The National Staff will work this item.
Goal 3.2. Develop partnerships with
federal, state and local agencies
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.
- The National Staff will work this item.
Goal 3.2. Develop partnerships with
federal, state and local agencies
Objective 3.2.4: Establish national-level MOAs/MOUs with
key federal agencies such as the National Park Service.
- The National Staff will work this item.
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.
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
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 [email protected]).
-
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.
Goal 4.1. Ensure Success of
the Cadet Program
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)
Goal 4.1. Ensure Success of
the Cadet Program
Objective 4.1.3. Cadet Physical Fitness Education: Build
the cadet fitness program to reflect the latest evidencebased 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.
Goal 4.1. Ensure Success of
the Cadet Program
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.
Goal 4.2. Focus on Cadet
Program fundamentals
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 4.3. 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.
Goal 4.3. Enhance Cadet Program’s
relationships with schools
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.
- The National Staff will work this item.
Goal 4.4. Train cadets in space and
cyberspace mission areas
Objective 4.4.1: Continue to expand partnerships with cyber
industry.
- The National Staff will work this item.
- 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.
Goal 4.4. Train cadets in space and
cyberspace mission areas
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 4.5. 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.
Goal 4.5. Help create new pilots and
other aerospace professionals
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.
Goal 4.5. Help create new pilots and
other aerospace professionals
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.
Goal 4.5. Help create new pilots and
other aerospace professionals
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.
Goal 4.5. Help create new pilots and
other aerospace professionals
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.
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
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.
Goal 5.3. Promote K-12 STEM initiatives by
providing and supporting workshops and
orientation flights for teachers
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.
Goal 5.3. Promote K-12 STEM initiatives by
providing and supporting workshops and
orientation flights for teachers
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.
Goal 5.3. Promote K-12 STEM initiatives by
providing and supporting workshops and
orientation flights for teachers
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.
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 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.
Goal 6.1. Promote member advancement
with a world-class professional
development program
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.
Goal 6.1. Promote member advancement
with a world-class professional
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.
Goal 6.1. Promote member advancement
with a world-class professional
development program
Objective 6.1.4: Continue a five-year cycle for review
and revision of specialty tracks.
- The National Staff will work this item.
Goal 6.1. Promote member advancement
with a world-class professional
development program
Objective 6.1.5: Provide on-line and on-line/in-residence
(blended learning) options for professional development
courses.
- The National Staff will work this item.
- 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).
Goal 6.1. Promote member advancement
with a world-class professional
development program
Objective 6.1.6: Integrate the new NCO Corps into the
Professional Development program.
- The National Staff will work this item.
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).
Goal 6.2. Recruit and retain the
best personnel
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.
Goal 6.2. Recruit and retain the
best personnel
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.
- The National Staff will work this item.
Goal 6.5. Build secure processes
and communication methods
Objective 6.5.2: Review CAP’s personally identifiable
information (PII) requirements and processes in order to
protect both the organization and personnel.
- The National Staff will work this item.
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 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.
Goal 7.1. Reduce the administrative and
other burdens imposed on CAP members
Objective 7.1.2: Review and streamline existing CAP forms,
regulations and processes.
- The National Staff will work this item.
Goal 7.1. Reduce the administrative and
other burdens imposed on CAP members
Objective 7.1.3: Review and implement measures to reduce
the financial burdens on the membership.
- The National Staff will work this item.
- At the unit level, review dues and other costs to find
savings for the members.
Goal 7.2. Value the service of CAP
members
Objective 7.2.1: Survey members to determine what is most
meaningful to them.
- The National Staff will work this item.
- 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 7.3. 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