8/13/2019 Gallant 17 December 2012
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From: [email protected]:
[email protected]: Update JPSUDate: Mon, 17 Dec
2012 13:24:55 -0500
Cheryl
I passed the recording minutes amongst the staff and they were
very impressed that youbrought this point forward - thank you.
Major Chubbs has resigned from the Canadian Forces and will be
having his depart withdignity ceremony on 25 January 13 at the
Normandy Officers Mess. He is a good man andOfficer and it is a
shame to see him leave in such a manner. If you would like to
present acertificate - perhaps from the PM - pls let me know and I
will co-ord.
Many staff members have received their termination letters and
many, if not all, haveresumes out. The combination of no
exceptions, pension reform, conversion to Regular
Force, poorly forecasted transition plan are taking their
toll.
Find below a suggestion I put forward (not actioned) and then a
monthly report from a civilian(sent to you in confidence):
Ref: Subj.
1. I may be right out-to-lunch on this, but from my Snr NCO
perspective here on the ground, I believe the way this plan is
being communicated could be improved upon. I fully understandthat I
may be missing some "big-picture" perspective on this, but I'd
thought I'd throw a coupleideas your way in any case, as foll:
a. Transition Plan. I believe a clear plan for all positions
well in advance of the lettersbeing handed out would be extremely
beneficial. There is a great deal of angst being created bythe
present method that is not helpful to the JPSU Mission.
Recommendation: I recommend thatthe CO issue a precise transition
plan to the staff indicating the goals and benchmarks forcomplete
transition and the affected positions including exceptions (if
indeed any exist).
b. Reg Force Transition. The transition to Reg Force and the
current morale issues couldboth be resolved if those persons who
occupy affected positions were offered a componenttransfer back
into the Reg F and allowed to maintain their positions.
Recommendation: Irecommend that HHQ canvas the persons in affected
positions to ascertain if they would beinterested in maintaining
their position in the Reg F. If so, I suggest liaison between HHQ
andtheir Career Manager's be initiated to keep them there for a
three-four year posting to allow forefficient handover, stability
and exploitation of corporate knowledge.
c. Classic PRes. We have "classic" reservists (non-annuitants)
in our unit who are doingremarkable work and I would hate to see
them depart our ranks for another unit.
Recommendation: I recommend that special consideration be given
to our classic reservists toallow them to remain in-place.
2. For your consideration.
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And from one of our civilian staff:
Staffing challenges are reaching epic proportions at the IPSC.
On Services side 4 out of5 Services Coordinators are vacant. One of
the vacancies is covered by a casual leavingthe rest of the work to
the one permanent Services Coordinator and the ServicesManager both
of whom are putting in significant amount of overtime. Other
support isbeing provided by VRPSM and RTWs which although helpful
can be sporadic andunreliable at times. Currently we are unable to
provide Transition Services, clients arebeing wait listed to
receive services in January unless urgent. Effective 7 December
12we will lose the VRPSM candidate who is currently doing Cas
Tracking so that functionwill no longer be performed until a casual
is hired. The problems related to the staffingare not so much as
current regulations as there appears to be abundant interested
andkeen individuals in the Ottawa area with good experience and
skills, however, the HRadministration process seems to be creating
the biggest challenges for filling
positions. Even the most basic staffing processes such as casual
hires which should bevery straightforward and efficient, are
extremely slow and mired in bureaucracy anddelays for no logical
reason. The AS 04, 1 casual and AS 05 are currently working f u l
lo u t to try to keep up with demands. The situation is untenable.
The impact on staff willlead to increased stress and burnout and
the impact on clients is that they lose out onservices, because
there are simply not enough staff to meet the demands.
On the platoon side, 3 out of 5 Section Commander positions are
vacant leaving 2section commanders to try to care for 150 Platoon
members. This too, is anunmanageable situation.
Despite the above, Morale in our Region has been listed as
"Good" and "Very Good" in theofficial report - interesting.
Regards... Barry
