Civil Air Patrol

1. 2014-2015 Unit Action Plan Civil Air Patrol August 2014

2. Key Points 1. Strategic Plan critical to CAP’s future All CAP units play an important role Strategic Plan is “OUR” plan Plan is tied to AF and DoD priorities; so this helps us justify our annual funding requirements 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

3. 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

4. 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.

5. 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.

6. 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.

7. 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.

8. 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.

9. 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.

10. 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.

11. 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.

12. 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.

13. 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.

14. 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.

15. 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.

16. 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

17. 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.

18. 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.

19. 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.

20. 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.

21. 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.

22. 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.

23. 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.

24. 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.

25. 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.

26. 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.

27. 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.

28. 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.

29. 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

30. 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.

31. 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/

32. 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.

33. 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.

34. 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.

35. 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).

36. 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.

37. 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.

38. 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.

39. 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.

40. 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.

41. 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.

42. 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

43. 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.

44. 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)

45. 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 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.

46. 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.

47. 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.

48. 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)

49. Goal 4.3. EnhanceCadet 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.

50. Goal 4.3. EnhanceCadet 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.