Defence Renewal Annual Report 2014-2015 - Framework for Continuous Improvement

Alternate Formats

8. Communications

Communication is an essential component of change management and in FY 2014/15, Defence Renewal was promoted and discussed at many levels throughout the Defence Team:

  • Defence Renewal was a featured presentation at the combined General Officer and Flag Officer/EX Townhall meetings. Moreover, the Clerk of the Privy Council and the National Security Advisor both underscored the significance – and importance – of Defence Renewal at the strategic level in their presentations;
  • Defence Renewal was also an integral part of briefings to future leaders of the Defence Team at the Defence Resource Management Course, the EX Orientation course, and at the Executive Leaders Programme and National Security Programme at the Canadian Forces College;
  • a short video was prepared that explained the purpose of the Maintenance Execution initiative and the detailed site visit to CFB Edmonton. It was well-received and will serve as the template for future videos to explain the purpose, intent and results of other Defence Renewal initiatives;
  • milestones and quick wins were shared with the broader Defence Team -- in part by leveraging the progress made by initiative 7.3 -- through The Maple Leaf, The Innovators series, and the Focus on the Future internal webpage; and,
  • Defence Renewal has been briefed to the DND Union Management Consultative Committee twice in FY 2014/15 and has been added as a standing agenda item.

While progress was made in FY 2014/15 in communicating Defence Renewal, there remains room for improvement, particularly as the Defence Renewal programme matures and key reinvestment decisions are taken. Mechanisms are now established to communicate progress to the Defence Team as a whole, and all members of the Defence Team can have a voice on change. In many ways, we have not leaned forward in communicating our story: our accomplishments are real and by sharing them, we can help maintain the momentum needed to effect lasting change. As mentioned by one of the civilian business leaders at the External Advisory Committee, the fact that DND and CAF are conducting an internally driven organisation-wide continuous improvement programme is news in itself.

Supervisor and employee face-to-face engagement is one of the key enablers of a change management programme. In FY 2015/16, the Defence Team will begin to implement changes impacting greater amounts of Military and Public Service staff. The DRT will need to develop communication toolkits on a general and specific level.