support committee handbook - cadet forces · 1.3 history of cadets 1.3.1 school cadets the new...

ARMY CADETS ASSOCIATION OF

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1 J u l y 2 0 1 9 ( V e r s i o n 2 . 2 ) P a g e 1 | 49

Support Committee Handbook


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Forward Dear all It has been my very good fortune over the years to have been involved with youth development in one way or other, be it coaching sports teams, to 40+ years in the Territorial Forces and 20+ years closely associated with the NZ Cadet Forces (NZCF), specifically Army Cadets and the Air Training Corp (ATC). Both my children experienced the NZCF programme, my wife Kay being a committee member of an Air Training Corps (ATC) unit for many years. The singular reason we as a family remain committed to Army Cadets, and any other effective youth development programme is, the immense satisfaction one derives from seeing our young grow into such amazing people. Army Cadets is good for the individuals involved, their community, our nation. However, the reality is community groups only exist because likeminded volunteers give of their time and enthusiasm to raise and manage funds, organise events, recruit adult leaders and cadets. Being a volunteer is becoming more and more difficult, the “compliance” requirements of Charities Services more onerous, however without the support of effective adult leaders (support committee, unit commanders) our units would cease to exist. The CCANZ Board recognise how hard it is to maintain an Army Cadet unit, and also value the efforts of our volunteers. To that end the Board is committed to providing improved support. The release of this Committee Handbook is part of that support, so too the proposed regional training seminar, and the appointment of our regional support team. I look forward to your input on this first edition of the Committee Handbook, as it is only as good as the improvements that are made to it from use. The CCANZ Board and myself look forward to meeting you all, and explore ways to grow the Army Cadet movement and improve on this handbook. Alister McCaw ED* Colonel President CCANZ Trust Board


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Acknowledgements The publication of this Support Committee Handbook has been made possible thanks to the contributions made by a number of people including by not limited to; CCANZ Trust Board

• Col Alister McCaw • Col Roger McElwain • Janne Nottage • Janet Castell • Dr Wayne Duncan • Neil McDonald

CCANZ Accounting Support Team

• Kevin Spicer • Lisa Crawshaw • Natasha Moir

NZ Cadet Forces

• Lt Col Grant Morris • Maj Pete Gilliland


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Abbreviations AAC Australian Army Cadets AGM Annual General Meeting ATA Australian Army Cadets Adventure Training Award ATC Air Training Corps ATCANZ Ait Training Corps Association of New Zealand AO NZCF Area Officer CA Chief of Army CAC Cadet Advisory Council CACSC Cadet Advisory Council Standing Committee CCANZ Cadet Corps Association of New Zealand CDF Chief of Defence Force CFO Cadet Force Orders CFTSU Cadet Force Training Support Unit COL Colonel HQ Head Quarters IACE International Air Cadet Exchange ICEP International Cadet Exchange Programme ISCEP International Sea Cadet Exchange Programme LTCOL Lieutenant Colonel MAJ Major MSD Ministry of Social Development NZCF New Zealand Cadet Force NZDF New Zealand Defence Force NZQA New Zealand Qualifications Authority RF Regular Force RSA Royal New Zealand Return Services Association S35L NZCF Staff Officer (Army Cadets) – Future Activities (Operations) SC Authorised CCANZ Support Committee SCANZ Sea Cadet Association of New Zealand Sch. Schedule within the CCANZ Trust Deed UC NZCF Unit Commander


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Index

Forward.............................................................2

Acknowledgements...........................................3

Abbreviations....................................................4

1 Introduction.................................................71.1 Introduction................................................71.2 Overview.....................................................71.3 HistoryofCadets.........................................71.4 NewZealandDefenceForce........................9

2 NZCadetForces..........................................102.1 Introduction..............................................102.2 Overview...................................................102.3 Purpose.....................................................102.4 Vision........................................................102.5 Mission.....................................................102.6 CoreValues...............................................112.7 RelationshipwithNZDF.............................112.8 Rules.........................................................112.9 CadetForceOrders....................................122.10 CommunitySupport..................................12

3 StartingaCadetUnit..................................133.1 Introduction..............................................133.2 Overview...................................................133.3 CriticalElements........................................133.4 DevelopmentStages..................................133.5 NZCFSupport............................................143.6 AssessmentofViability.............................153.7 Summary...................................................15

4 CadetCorpsAssociationofNewZealand....164.1 Purpose.....................................................164.2 RecognisedCivilianOrganisations.............164.3 LegalStatus...............................................164.4 CharitablePurposes..................................164.5 SecondaryObjects.....................................174.6 Meansofachievingpurposes....................174.7 CCANZTrustBoard....................................174.8 AreaRepresentatives................................184.9 Communication.........................................184.10 Website.....................................................184.11 CCANZMembership..................................184.12 OfficerRoles&Responsibilities.................184.13 AnnualGeneralMeeting(AGM).................21

5 ArmyCadets–StrategicDirection..............235.1 Purpose.....................................................235.2 StrategicFramework.................................235.3 PillarstoSuccess.......................................235.4 Knowingwearesuccessful........................235.5 KeyActions...............................................24

6 InternationalCadetExchangeProgramme..276.1 Purpose.....................................................276.2 Overview...................................................276.3 CCANZPolicies..........................................276.4 ICEPAnnualPlan.......................................276.5 ICEP“Outbound”.......................................276.6 ICEP“Inbound”..........................................286.7 ApprovalsProcess.....................................286.8 RolesandResponsibilities.........................28

7 SupportCommittee....................................307.1 Purpose.....................................................307.2 Overview...................................................30Role......................................................................307.3 MembershipResponsibility.......................307.4 CeasingtobeaMember............................317.5 SCMembership.........................................317.6 PossibleMembers.....................................317.7 SupportCommitteeOperations.................317.8 FinancialManagement..............................327.9 Communications.......................................327.10 PropertyandEquipment...........................327.11 Insurance..................................................327.12 WindingUp...............................................32

8 ConductofaSupportCommitteeMeeting..338.1 Purpose.....................................................338.2 Background...............................................338.3 PriortotheMeeting..................................338.4 MeetingFormat........................................338.5 Minutes.....................................................35

9 FinancialManagement&Reporting...........379.1 Purpose.....................................................379.2 LegalBackground......................................379.3 WithholdingTax........................................379.4 ConsolidatedReporting.............................379.5 ReportingDates........................................389.6 MembershipReport..................................38

10 Volunteerism..........................................41


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10.1 Purpose.....................................................4110.2 TheVolunteerModel................................4110.3 TimeforAFreshLook................................41

11 ConflictResolution..................................4311.1 Purpose.....................................................4311.2 Overview...................................................4311.3 Commitment.............................................4311.4 Communication.........................................4311.5 Clarity.......................................................44

12 FundRaising............................................4512.1 Purpose.....................................................4512.2 AssistancePrinciples.................................4512.3 ClarifyRequirements.................................4512.4 BrainstormIdeas.......................................4512.5 Research...................................................4612.6 PrepareProposal.......................................4712.7 Compliance...............................................4812.8 ExpressionofThanks.................................48


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1 Introduction

1.1 Introduction The purpose of this section is to give a historic perspective of Cadet Forces within New Zealand.

1.2 Overview Prior to 1971 the New Zealand Cadet Forces (NZCF) was part of the New Zealand Defence Force (NZDF). Since that time, Headquarters (HQ) NZDF has been responsible for the direction and supervision of the NZCF comprising the separate Corps’ operating under ministerial sponsorship. The Chief of Defence Force (CDF) provides policy orders and management protocols, supervises the officers, and controls a large proportion of the training activities to meet the specific outputs. CDF also provides limited funding for such items as uniforms, equipment and course transport. There is a very strong bond between the individual Corps’ of the Cadet Forces and their parent Services, which reinforces their Service flavour.

1.3 History of Cadets 1.3.1 SchoolCadetsThe New Zealand Cadet Forces is one of the oldest military organisations in New Zealand and has been in existence for over one hundred and fifty years. The first unit was raised in 1864 at the Dunedin High School, now the Otago Boys High School. By 1870, several secondary schools had raised cadet units, Nelson College, Christ's College, Wellington College and Auckland Grammar being amongst the first to do so. At this time most schools employed Drill Masters, usually ex British soldiers, whose duties in addition to cadet training often included the teaching of gymnastics. The emphasis in cadet training in those days was on a rigid discipline and marksmanship.

1 Alexander Turnbull Library Ref No: PAColl-3752, 1/1-002929-G

1864 - 1902 Cadet training was based on the system then operating in the British Public Schools, which functioned according to the wishes of the Headmaster and the Army, exercised no control over cadet training. Uniforms, if worn, were provided by the school.

Figure 1: Wellesley Street (Auckland) Normal School1

1902 - 1914 The Education Act of 1902 was responsible for greatly increasing the number of state secondary schools in New Zealand, and most schools formed cadet units. The Army assisted in the training of all units, and in 1911, after a visit by Lord Kitchener, who stated that the Cadet movement had an important role to play in the defence of the British Empire. Uniforms were provided by the Army and all units were issued with rifles and other training equipment.

Figure 2: Auckland Grammar Cadet Team

1914 - 1919 The Army continued to support cadet training throughout World War 1. Many of the cadets


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trained in school units became invaluable as officers and non-commissioned officers in the First New Zealand Expeditionary Force. During this period, a new standard khaki uniform was issued to all units. 1919 - 1939 The Defence Act of 1919 introduced compulsory military training for all males aged 14 to 21 years. Cadet training therefore became compulsory and a number of Cadet Battalions and Territorial Regiments were raised to cater for youths who had left school before they had completed their training in the Cadet Corps. After training in the Cadet Corps, boys were posted to territorial units. Compulsory military training was abolished in 1932, but most Cadet Corps units continued training on a voluntary basis. 1939 - 1940 Because of its increased wartime commitments, the Army was unable to support the Cadet Corps as actively as it had done in the past, and throughout this period, the Cadet movement was carried on by the efforts of those Cadet Officers who were ineligible for overseas service. 1948 - 1964 Because of the requirement for specialised branches in all three services, the Cadet Corps were reorganised on an inter-service basis, and Army, Navy, and Air Force specialist training was introduced. The New Zealand Cadet Corps was established as an integral part of the New Zealand Armed Forces in 1948. In the same year the Armed Forces Cadet Committee and the Cadet Advisory Committee, both of which are responsible to the Chiefs of Staff Committee, were established. The Armed Forces Cadet Committee was responsible for the day-to-day implementation of policy decisions by the Chiefs of Staff Committee and the Cadet Advisory Committee. During this period the Cadet Corps reached a peak strength of 198 units with 1,044 officers and 53,758 cadets. 1964 - 1971 With the continuing and rapid increase in cadet strength the Services could no longer effectively support the Cadet Corps and, at the same time, meet their own ever-increasing commitments. Consequently, in 1964, the Cadet Corps was

reorganised and reduced in size so that the Services could provide more effective support in its training and administration.

Figure 3: Gisborne Boys' High School Cadet Shooting

Team (1965)

Figure 4: King's High School (Dunedin)

The strength of the Cadet Corps was fixed at 20,000 cadets with the ceiling strength of each Service component being 13,000 Army Cadets, 6,000 Air Training Corps Cadets (ATC) and 1,000 Sea Cadets. Higher training standards were embodied in a revised Directive and all cadet units were given the opportunity of either contracting to meet these standards or disbanding. Sixty-nine units with a strength of 18,000 cadets elected to remain. As at 1 April 1970 the Cadet Corps consisted of 10,371 School Cadets (Sea Cadets 340, Army Cadets 8,142, Air Training Corps cadets 1,849) in 34 units; there were also 15 Sea Cadet units and 40 Air Training Corps Town Squadrons outside the school cadet scheme. The overall strengths of these units were 1,089 Sea Cadets and 2,181 Air Training Corps cadets. 1971 - Current The Defence Act 1971 removed the distinction between school units and those outside the school cadet scheme.


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During the early seventies the number of Cadet Corps units had shrunk dramatically due to factors surrounding the Vietnam War and the reduction of support by the Army for School Cadet Units. It was reorganised again into a single force, comprising the Sea Cadet Corps, New Zealand Cadet Corps, (being specifically the Army Cadet units), and the ATC. All these were under the command of a Commandant of Cadet Forces. This form has remained largely the same till the present day. In 2003, there were 107 cadet units with 283 officers and about 3200 cadets throughout New Zealand. The split between Corps was 17 Sea Cadet units, 40 New Zealand Cadet Corps, and 50 Air Training Corps units. The number of units and cadets has continued to steadily decline in recent years, but the organisation still (May 2019) embraces 3153 all ranks, including 373 Officers.

Army Cadets consist of 33 cadet units, only one currently located at a school (Opotiki College Cadet Unit), with just less than 1000 all ranks, including 109 officers.

Figure 5: City of Dunedin Army Cadets (2018)

1.4 New Zealand Defence Force The NZDF responsibility is for the command and control policy, and a significant budget for training courses and uniforms for the NZCF are effected through the Commandant NZCF at HQ NZDF, Wellington.


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2 NZ Cadet Forces

2.1 Introduction The purpose of this section is to outline the purpose, roles and responsibilities of the New Zealand Cadet Forces (NZCF)

2.2 Overview The NZCF was created in its present form in 1971 by an Act of Parliament. This followed the dissolution of the School Cadet scheme and the legislation relevant to the NZCF, which is now contained in the Defence Act 1990. The NZCF comprises the Sea Cadet Corps (Sea Cadets), New Zealand Cadet Corps (Army Cadets), and the Air Training Corps (Air Cadets) which are raised and maintained by the Minister of Defence, under the direction of the CDF who provides them with limited and conditional support. The Defence Act 1990 gives the Minister of Defence discretion to raise a Cadet Force. Note therefore Cadets is a discretionary activity and not one that the Minister is obligated to maintain. The point is worthy of note because the attitude of the Minister and Defence to the Cadet Forces is influenced by the Cadet Force itself, and the manner in which the communities served by Cadet Units supports them. If unit behaviour makes it difficult for the Minister to assist, and/or the rules by which Defence require them to be operated are continually broken or undermined, the disposition of Defence and therefore the Minister towards supporting cadets may change.

2.3 Purpose As provided for in the Defence Act 1990, the NZCF has the following functions: a) “The conduct of training courses or training

programmes similar to those undertaken by the Armed Forces.” Such courses include Officer training, Junior and Senior Leadership training, foot/rifle drill, first aid,

sailing, bush craft, flying experience, weapon safety, and similar adventurous training and activities in a disciplined environment.

b) “The promotion of an appreciation among members of the NZCF of the functions and operation of the Armed Forces.” This is provided in the NZCF training syllabus and is furthered by Cadet Unit visits and association with Regular Force and non-Regular Force Units.

c) “The development of good citizenship among members of the NZCF.” This is achieved by developing self-confidence, self-reliance, tolerance, teamwork, competitiveness and comradeship within the NZCF and contributions to community service.

Figure 6: Maintaining numerical strength of units is critical to

the sustainability of Army Cadets. Everybody has a responsibility to recruit

2.4 Vision The vision of the NZCF is: ‘Preparing New Zealand’s successful leaders of tomorrow’

2.5 Mission The mission of the NZCF is: ‘To develop and enable self-disciplined, confident and responsible young New Zealanders.’


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2.6 Core Values The NZCF core values are; Courage, Commitment, Comradeship and Integrity. The NZCF core values are defined as:

a) Courage. Confronting

challenges, both physical and moral, to overcome any adversity;

b) Commitment. Being reliable and loyally serving and supporting the NZCF, local communities and New Zealand;

c) Comradeship. Looking out for each other, having respect for all, and championing the benefits of friendship, teamwork and diversity; and

d) Integrity. Having self-discipline and always being honest, trustworthy and responsible.

2.7 Relationship with NZDF The NZCF is not part of the NZDF but is controlled by the NZDF and is supported in partnership by the Government, through the NZDF, and the community. The NZDF provides assistance to the New Zealand Cadet Forces within the limitations directed by the Government. The policy for the use of this limited assistance is largely established in consultation with the recognised civilian support organisations, in our case that is CCANZ, but facilities and resources of the Armed Forces are available in support of cadet activities provided defence priorities permit. Members of the Cadet Forces are, by definition in the Defence Act 1990, not members of the Armed Forces but the aim is to train cadets for citizen leadership in the communities, through

training courses and programmes similar to those used in the Armed Forces. The underlying philosophy of the scheme is that the government contribution is to be made in partnership with recognised the Authorised Support Committee (SC) of each cadet unit and their nationwide associations, in the case of

Army Cadets; CCANZ. Maintaining the scheme requires tangible community support to supplement the assistance provided by the Government. The limited assistance of the Armed Forces is confined to providing and doing only those military things that cannot otherwise be provided from local community resources. The structured training provides a 3-year programme and promotes teamwork, self-reliance, resourcefulness, perseverance and an ethic of

community service. The training is developed by using the processes developed by and for the NZDF modified to be implemented by civilian Cadet Force officers and undertaken by young and developing adults. In summary, the NZCF is a youth training organisation governed and supported by the NZDF dependant on community support and volunteer Officers to actually organise, operate and govern the units at the community level.

2.8 Rules The rules and responsibilities for the NZCF are contained in three principle publications: a) The Defence Act 1990; b) Cadet Force Orders; and c) The NZCF Charter of Support.

The rules are intended to provide a consistent and regulated environment for youth development, which is Service-based, permits flexibility and is not unnecessarily restrictive. Assistance and advice to units is available from the Regular Force Staff posted by CDF


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specifically for NZCF duties. These staff reside at HQ NZDF, Wellington and at three outlying area offices in Auckland, Ohakea and Christchurch, referred to as Northern, Central, and Southern Area Cadet Forces Training and Support Unit (CFTSU) respectively

2.9 Cadet Force Orders Cadet Force Orders (CFO) are the series of documents the NZCF uses to articulate policy, rules and procedures for the NZCF. This ensures the desired outcomes are met in a manner reflective of the values and ethos of the Cadet Forces. CFO contain a wide range of information and is the prime reference as far as the Unit Commander (UC) is concerned. CFO do not cover the operations of SC, but are focused on the uniformed component of a cadet unit. CFO include chapters on Personnel, Security, Cadet Unit Operations, Logistics, Planning and Reporting, CIS, Training and Education, Assurance, and Finance. CFO are treated as ‘living’ documents (i.e. they are updated and

refined regularly) and are housed on the NZCF Intranet. UC can provide information from CFO to SC on request.

2.10 Community Support Cadet Units are community initiated, accommodated and funded. The NZDF contributions and training are provided to support units which are ‘recognised’. Each unit has a SC, which normally comprises the parents and other local representatives who support the aims of the cadets. Local Councils, School Board of Trustees and other community organisations where appropriate, are also involved. CCANZ is the Recognised Support Organisation for Army Cadets, and each SC is a member of CCANZ. Similarly, the Recognised Support Organisation for Navy Cadets is the Sea Cadet Association of New Zealand (SCANZ), for Air Cadets, the Cadet and the Air Training Corps Association of New Zealand (ATCANZ)


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3 Starting a Cadet Unit

3.1 Introduction The purpose of this section is to provide assistance to community groups that are thinking of starting a Cadet Unit

3.2 Overview If it is the community’s desire to form a Unit of the NZCF, the most important element will be to provide the resources necessary to accommodate and operate the Cadet Unit. Resources include, being able to fund the continue activities of the Unit (i.e. camps), and individual Cadets (i.e. promotion courses). The NZCF Officers will be expected to follow the advice of the Area Officer (AO), and Regular Force (RF) Advisers and adhere to the rules and procedures provided, regarding membership of the NZCF.

3.3 Critical Elements For a Cadet Unit to be successful long term, it must have the following: a) A minimum local community (catchment)

population base of approximately 4,000; b) A SC that understands its long-term

commitment to provide resources, especially fund raising programmes, for the Unit. This group must identify suitable leaders, who have the commitment, time, and motivation to be eventually commissioned as NZCF Officers;

c) A suitable venue for meetings and parades. The venue needs to include; • office and storage facilities; • classrooms; and • an area for use as a parade ground.

d) At least three potential officers or adult leaders who have the necessary skills or who could be trained. These potential Officers will command the unit and plan and run training activities. Previous military or cadet experience is valuable, but not essential. Military concepts are used for training in the Unit but can be provided on a course, or initially provided by a Regular

Force Advisor. The talents/experience of everyone in the community should be called upon to cover subjects such as first aid, civil defence, community service, search and rescue, bush/field craft, waterborne skills, flying, weapon handling, and seamanship;

e) A training programme, based on the applicable Corps Training Manual, which consists of the following; • 1-2 weekly parade nights (usually

consisting of 2-3 hours per night); and • weekend activities (at least one per

month).

3.4 Development Stages The following details the steps necessary to form a new Cadet Unit. Some of the stages can be undertaken concurrently, and the order of completing the stages may vary but all requirements must be satisfied:

Figure 7: You should try to gather some support from your local

City/District councillors, managers, and the Mayor. Let them know about your plans to start a new youth development

scheme and ask them if they could provide any support (i.e. accommodation, funding)

3.4.1 DiscusswithCCANZCCANZ is the national association to which the unit SC will belong. CCANZ currently supports 33 units nationally and has representatives in most area. Many of these representatives have been involved in the start-up phase of a unit, are connected to the broader community and the RSA both regionally and nationally. In short, CCANZ, in conjunction with NZCF are best placed to have you shape your thoughts and development ideas for a new unit.


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Depending on the situation, CCANZ may be in a position to assist with experienced personnel and funding. Ultimately it is CCANZ that will approach the Commandant NZCF for the units support and recognition. 3.4.2 DiscusswithNZCFMake contact with the Commandant of NZCF to discuss the initial idea. You will receive a copy of the most current requirements and be connected to a NZCF Area Officer or other NZCF person will 3.4.3 SecureLocalSupportSeek support from the local community including; • District Council / Community Board • Schools, especially Colleges • RSA • local cadet units from the other services

(Navy/Air) • Army Reserve unit (if one locally based) • Iwi / hapu • local dignitaries that are “connected” can

influence community organisations, businesses

3.4.4 PublicMeetingCo-ordinate a public meeting to gauge local support and enthusiasm.

Figure 8: Once you have found a few supporters, consider hosting a public meeting where community members can listen to your proposal. Allow members of the audience to

provide their own ideas.

A NZCF Representative, and if possible a CCANZ representative will assist in the briefing of interested parties. It is essential that the sponsors and the public are made aware of the full requirements for forming a new unit, their role, responsibilities and the time it takes to fully

establish a viable unit. The results of the meeting will be forwarded to HQ NZCF, copied to CCANZ The talking points might include; • introductions • purpose of meeting • background to NZCF & Army Cadets • the value a Cadet Unit to the individual

cadet, and the community • requirements of establishing a unit • reasons interested in being part of the

steering group • persons being interested in being a unit

officer • consideration of accommodation for the unit • the sourcing of start-up funding 3.4.5 UnitAccommodationSource accommodation options. One of the roles of CCANZ is to review proposed commercial leases. While the final arrangements are those of the unit, CCANZ can provide advice and assistance Discuss with NZCF the accommodation requirements for a successful unit. Don’t be too ambitious at this early stage. Remember you will want somewhere to secure clothing and equipment. 3.4.6 FormaSupportCommitteeOnce you have an initial SC consisting of at least a Chair, Secretary, Treasurer contact CCANZ to become a Member of the Association. CCANZ will want to see the SC has broad support, this might include influential people, or organisations that will be actively involved. A keen individual operating on their own will not be sufficient to gain membership. Further it takes around $20,000 pa to run an Army Cadet Unit, CCANZ will want to see funding arrangements have been secured, at least a realistic business plan is in place.

3.5 NZCF Support CCANZ (as the Sponsor) will formally request the Commandant NZCF for support and advice on the formation of the Unit.


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Limited assistance by local Area Advisers including visits to the unit during meetings and activities will be authorised within one month of the request to provide limited assistance to the SC to; a) Identify potential officers; b) Conduct an officer selection board for the

potential officers; c) Identify the UC; d) Identify cadets and, if possible, some cadets

who may be able to act as cadet leaders; and

e) Identify suitable Supplementary Staff and/or instructors.

The UC designate and the potential Unit Officers, in liaison with the NZCF advisor will: a) Prepare the training programme; and b) Establish the training night. c) Brief the SC, potential officers and parents

on their roles and responsibilities and the NZDF obligations for the unit once it has received official recognition

3.6 Assessment of Viability Not less than nine months after commencement of weekly “parades” the NZCF Advisor makes an assessment of the viability of the unit and forwards a written report to the Commandant, copied to CCANZ. The advisors report covers such issues as the depth and strength of local support, likely strength of the unit, funds and facilities available. The Commandant will report on the Unit’s progress to the Cadet Advisory Council Standing Committee (CACSC); a) Following the CACSC meeting a

recommendation for official recognition of the Unit is forwarded to the annual Cadet Advisory Council (CAC) meeting;

b) Simultaneously with the CACSC recommendation, the NZCF Advisor completes interviews of the potential cadet

force officers and forwards recommendations to the Commandant;

c) The CAC consider the Unit recognition recommendation and, if endorsed, forwards the request to the Minister of Defence. If the Minister approves recognition of the Unit, the Commandant notifies the Unit through the relevant NZCF Advisor. The officers receive notification of their appointment to a NZCF Commission;

d) NZCF issues uniforms, equipment and manuals, and nominates an NZDF Adviser from the relevant Area Office to be responsible for the new unit; and

e) The Unit commences operating under the command and control of NZCF, supported by the SC, and is allotted places for Officers and cadets on NZCF courses.

3.7 Summary

Figure 9: Army Cadets has been an iconic youth

development organisation within New Zealand for 150+ years, CCANZ encourages the developed of new units, but

they must be sustainable.

The New Zealand Cadet Forces is a youth development organisation with a military orientation. The organisation is not part of the NZDF, but is directed by the CDF, on behalf of the Minister of Defence, and is supported in partnership by the NZDF and the community. The raising of a new unit requires strong long-term commitment from the community. An especially important requirement is the availability of motivated and suitable adult leaders who are willing to be commissioned as Cadet Force Officers by the Minister of Defence


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4 Cadet Corps Association of New Zealand

4.1 Purpose The purpose of this section is to outline the purpose, roles and responsibilities of the Cadet Corps Association of New Zealand (CCANZ)

4.2 Recognised Civilian Organisations

Enabled by Defence Act 1990, CCANZ is the civilian organisation recognised by the Minister of Defence to support the Cadet movement. The civilian support organisations are responsible for raising the additional funds necessary for Cadet Units to exist. These funds enable the delivery of a full range of weekly unit parades and local community training activities, and includes community service and additional citizenship skills. The national presidents of the recognised support organisations are members of the Cadet Advisory Council (CAC), chaired by the CDF and which also includes the Chiefs of the Navy, Army and Air Force. Through this Council, the issues raised by the individual units of the Corps are represented and consultation takes place on NZDF issues and processes affecting cadet activities. Additionally, there are more frequent consultations by national support organisation representatives with NZDF, during meetings of the CAC Standing Committee (CACSC).

4.3 Legal Status CCANZ is a Charitable Trust Board (Charitable Trust Act 1957), and a Registered Charity (Charities Act 2005).

Figure 10: Certificate of Registration

The purpose of CCANZ is to ensure; Army Cadets receive the levels of community support needed to deliver on their youth development aspirations The CCANZ aspiration for the Army Cadets, and NZCF generally; is that all youth in NZ will have the opportunity to experience being a cadet.

4.4 Charitable Purposes The activities of the CCANZ are to be carried out, and the Trust Fund is to be applied, for exclusively charitable purposes relating to the advancement of education or any other matter beneficial to the community, including, without limitation: a) to be the national Recognised Civilian

Organisation for the Army Cadets; and b) to provide a clearly identifiable organisation

within which all organisations and individuals involved with the support of the Army Cadets can jointly contribute, either locally or nationally, to the growth and development of the Army Cadets as a successful youth


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training organisation within the ambit of the Cadet Forces.

4.5 Secondary Objects Without detracting from the charitable purposes of CCANZ the secondary objects of the Trust are to: a) promote and develop interest in the Army

Cadets; b) support the Army Cadets in furthering the

aims of the Cadet Forces; c) provide support to Army Cadet units to

ensure they can operate effectively, efficiently and safely; and

d) develop an understanding and an interest within the Army Cadets in military matters and the Army.

4.6 Means of achieving purposes The Board may, in order to achieve or advance the purposes of the Trust, but without limiting any of their powers under the deed or generally: a) raise funds as needed to advance the

Trust’s charitable purposes, including by means of seeking third-party sponsorship to fund Army Cadet units;

b) promote the Army Cadets nationally, and develop public awareness of the Army Cadets and its value as a youth organisation to New Zealand and the community;

c) support Army Cadets training and activities which complement the courses and training activities provided by the NZDF;

d) support inter-unit activities, between Army Cadets units, and between the Army Cadets and other Cadet Forces;

e) assist Army Cadets units to find accommodation and, except where an Army Cadets unit is accommodated in a Defence Area, generally hold the title, whether freehold or leasehold, to the property occupied by the Cadet Unit, either directly or indirectly through a Member;

f) provide suitable training and activity equipment for Army Cadets units;

g) regularly liaise, advise and/or consult with the Commandant of Cadets on any matters concerning the Cadet Forces or the Recognised Civilian Organisations. All

collaboration is to be in good faith and a spirit of partnership;

h) issue policy on the insuring of all property of which title is held, whether real or personal property, and consult with the Commandant of Cadets to ensure that property used by Army Cadets units is appropriately protected;

i) inform the Commandant of Cadets of any Trust policies which may affect the respective roles of the NZDF and the Recognised Civilian Organisations in providing general support to the Cadet Forces, as mutually understood under the Charter;

j) consult with the Commandant of Cadets on policy issues that may impact on provision of support to Cadet units, training or activities;

k) liaise with other organisations which support the Cadet Forces as appropriate;

l) provide a representative to attend the annual Cadet Advisory Council and biannual Cadet Advisory Council standing committee meetings, to represent the views and issues of the Trust and its Members;

m) liaise with single service Sea Army Cadets, New Zealand Army Cadets and Air Training Corps liaison officers;

n) liaise with Cadet support organisations overseas and the Cadet Forces international exchanges officer as appropriate in order to facilitate international Cadet exchanges or visits;

o) encourage the formation of a SC; p) foster the bonds of cooperation and

comradeship between Army Cadets units and SCs;

q) support and encourage SCs to forge and retain ongoing links with groups and organisations with similar aims; and

r) undertake such other activities as the Trustees determine from time to time will achieve or advance the charitable purposes of the Trust.

4.7 CCANZ Trust Board 4.7.1 MembershipofBoardThe Board shall consist of the following persons:


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a) The President, who shall be appointed by the Chief of Army (CA);

b) A South Island representative, elected by members at an Annual General Meeting (AGM), to represent the South Island;

c) a North Island representative, elected by members at an AGM, to represent the North Island; and

d) up to three other members elected by members at an AGM

4.7.2 TermofOfficeTrustees shall hold office for a term of up to three years from the date of election or appointment. Retiring Trustees shall be eligible for re-election or reappointment, provided that no person may hold office as Trustee for more than two consecutive terms.

4.8 Area Representatives CCANZ will from time to time determine an appropriate geographical coverage of Area Representatives to provide assistance to SC. The representation is currently; • North Auckland (1) • Auckland (2) • Waikato (1) • Bay of Plenty (1) • Whanganui / Taranaki (1) • Hawkes Bay / Poverty Bay / Manawatu (1) • Wellington (1) • Nelson / Marlborough (1) • Canterbury (1) • Otago / Southland (1)

4.9 Communication Persons wanting to communicate directly with officers of the Board should use the following generic emails; • [email protected] • [email protected] • [email protected]

4.10 Website The CCANZ Website is currently under reconstruction

4.11 CCANZ Membership Each army cadet unit will be supported by a SC that is a Member of CCANZ. To that end, the Trustees may:

a) Fix and charge membership fees (including joining fees and subscriptions) for members or different classes of members;

b) Confer membership rights on members; c) Hold an annual meeting of members; and d) issue membership certificates or other

evidence of membership. CCANZ will maintain a register of members, which shall contain the names and contact details of each member of CCANZ, the details will include; a) The date on which each unit became a

member of CCANZ b) The names of the officers c) Strength of the unit

4.12 Officer Roles & Responsibilities The following outlines the roles and responsibilities of the Officers of CCANZ. The CCANZ Board has the responsibility from time to time to review and revise these roles to best reflect of needs of the time and the composition of the Board. 4.12.1 President4.12.1.1 Role:• strategic oversight and

planning • leadership and management • networking and fundraising • communications • Charities Services compliance 4.12.1.2 Responsibilities:The President will ensure; a) CCANZ effectively discharges all of its

duties in compliance with NZ Law, the CCANZ Trust Deed, and the spirit of the Cadet Corps Charter;

b) The establishment of a Board that is capable of developing, leading and supporting a


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strategic direction to advance the goals of Army Cadets;

c) The Trustees and Members are adequately informed in a timely manner of all material matters that could impact on CCANZ;

d) The board effectively monitors the performance of office holders and members (SC);

e) At least one Trustee has appropriate financial skills;

f) Effective succession planning of the board, and as appropriate make recommendations to the board to replace a trustee;

g) Timely scheduling of board, annual general and other special purpose meetings as appropriate, and set agenda;

h) Chair board, annual general and special purpose meetings;

i) Ensure minutes are kept that accurately record key meetings (i.e. Board Meetings, AGM);

j) Build and maintain appropriate relationship with individuals and organisations that could advance the cause of Army Cadets, including Commandant of Cadets;

k) Be the CCANZ representative on the Cadet Advisory Committee (CAC), and the Cadet Advisory Standing Committee (CACSC);

l) Manage the timely preparation of all annual information, reports and returns on behalf of the board and prepare the President’s reports;

m) Perform specific duties from time to time on behalf for the board.

4.12.2 VicePresident4.12.2.1 Role:• act in the absence of the

President • risk management • dispute resolution • winding up of units 4.12.2.2 Responsibilities:The Vice president will; a) Act as arbitrator / advisor in matters relating

the operational performance of SC and or relationship between the SC and unit

officers, in conjunction with area support officers;

b) Chair the Dispute Resolution Committee (s.10 Trust Deed);

c) Act as the Trusts point of contact in the winding up of a unit (s.15.5 Trust Deed);

d) Act as an advisor on matters pertaining to SC fund raising;

e) Advise the board on organisational risk; f) perform specific duties from time to time on

behalf for the board. 4.12.3 Treasurer4.12.3.1 Role:• Charities Services, IRD

compliance • general financial oversight • financial planning and budgeting • banking, accounts and record keeping • financial reporting • control of fixed assets, stock and property 4.12.3.2 Responsibilities:In conjunction with the CCANZ Accountant, the Treasurer will; g) Ensure that the appropriate financial

controls are in place for CCANZ and its members (s.16 Trust Deed);

h) Oversee and present budgets, accounts and financial statements to the Board and AGM;

i) Ensure accounting and reporting meets the conditions of funders and statutory bodies (e.g. Charities Services, IRD, NZDF);

j) Make an annual recommendation to the AGM of the proposed Membership Fee;


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(s.14.4(a) Trust Deed), and collect from Members as appropriate;

k) Ensure fundraising and sales complies with relevant legislation and is bound by sufficient controls;

l) Prepare and present budgets for the annual plan, or specific projects;

m) Prepare accounts for audit and liaising with audits as required (s.16.2 – 16.3 Trust Deed);

n) Advise the board and members on the CCANZ financial reserves and investment policies;

o) Manage bank accounts; p) Ensure all persons within CCANZ, including

members keep proper records and documentation;

q) Liaise with and assist members develop the appropriate level of competency in treasurer matters;

r) Ensure required insurances are in place; s) Advise the board and members on real-

estate policies, procurement and commercial leases (s.15.4 Trust Deed);

t) Act as the custodian of the trusts documents;

u) Hold the seal of CCANZ (s.17.1 Trust Deed); 4.12.4 Secretary4.12.4.1 Role:• ensure meetings are

effectively organised and minutes documented

• ensuring compliance with the maintenance governing documents

• communication and correspondence • day to day administration of CCANZ 4.12.4.2 Responsibilities:The Secretary will;

a) Be the registered office of the Trust (s.2.4 Trust Deed);

b) Liaising with the Chair to plan meeting dates, venue and logistics;

c) Receive agenda items from trustees and members;

d) Circulating agenda and reports (s.2.1 Trust Deed);

e) Provide notice of the AGM (s.2 - 4th Sch. Trust Deed);

f) Receive and administer Proxy votes (s.7.2 - 3rd Sch Trust Deed);

g) Taking and circulating draft minutes within 10 days of each meeting (s.10.0 Trust Deed);

h) Keeping up to date contact details of trustees and members (chair, secretary, treasurer), and ensure Members provide a Membership Report (s.14.5 Trust Deed);

i) Maintain a Register of Members (s.14.2 Trust Deed);

j) Responding to all trust correspondence; k) Maintenance of the content and currency of

the CCANZ web-site; 4.12.5 North&SouthIslandRepresentatives4.12.5.1 Role:• the dissemination of information between the

Board, Area Representatives and Members • reporting to the Board on the well-being on

Members 4.12.5.2 Responsibilities:The North & South Island Representatives will; a) Recruit, mentor and be the first point of

contact for appointed Area Representatives; b) Be in regular contact with Area

Representatives, and in their absence Members to disseminate information from


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the Board to Members, and from Members to the Board;

c) Report to the Board on the “well-being” of Members;

d) Be the liaison between the Board, and the Area Representatives, and/or Members;

4.12.6 AreaRepresentatives4.12.6.1 Role:• assist in the dissemination of information

between the North & South Island Representatives and Members

• mentor Member committees • report on the well-being of Members 4.12.6.2 Responsibilities:a) Be a ‘friend’ for designated Authorised SC,

and visit each SC not less than three (3) times annually;

b) Assist the North & South Island Representatives in the dissemination of information between the Board and Members;

c) Report on the well-being of each member, and behaviours that are within the spirit of the Trust Deed;

d) Assist Members to perform the functions of an SC (s.15 Trust Deed);

4.13 Annual General Meeting(AGM) 4.13.1 GeneralCCANZ will convene an AGM of Members within two months after Balance Date every year. This means CCANZ attempts to hold the AGM each April. Typically, the AGM is held in Wellington, that currently being the most central of locations for units, and the most economical in terms of travel costs. Each SC has the right to send two representatives to the AGM (or other such meeting), and have the right to speak. 4.13.2 InviteesThe Board should consider inviting a person that has knowledge on a particular subject important to Cadets/CCANZ at the time. This person should be the key-note speaker. In addition to the above an effort should be made to have attend at least one of the following;

• Minister of Defence • Minister of Youth Development • Minister of Education • Minister of Children • Chief of Army • The NZDF Director of Youth Affairs (title will

change from time to time) With standing invitations to; • Army Liaison Officer • Commandant NZCF • Officer responsible for ICEP (i.e. S23L) • President ATCANZ • President SCANZ • Members 4.13.3 AGMAgendaThe business of the AGM includes; a) Receiving the minutes of the previous AGM; b) The presentation of the CCANZ President’s

Report; c) The presentation of the Membership

Reports of each of the SCs; d) The presentation of the financial statements

of the Trust for the most recently-completed accounting period;

e) To consider whether an auditor or a reviewer is to be appointed for the ensuing year and if so, to elect a Qualified Auditor for that purpose;

f) Fixing the annual subscription for the following year;

g) Election of any Trustees; and h) Any General Business. 4.13.4 NoticeofAnnualGeneralMeetingTwenty-one days before the AGM, a notice specifying the date, time and place of the AGM, and of the business to be transacted at the meeting, together with a copy of the CCANZ annual report, the Membership Reports of the SCs, the reports of any other committees, the financial statements, and a list of candidates for election of Trustees shall be sent to each Member at the address specified for that Member in the Register of Members. The ability of CCANZ to comply with the above, is mostly dependant on each of the SC providing their respective reports in a timely fashion.


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Any inquiries regarding the financial statements are to be submitted to the Trustees at least 5 working days prior to the date of the AGM

CADET CORPS ASSOCIATION OF

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5 Army Cadets – Strategic Direction

5.1 Purpose The purpose of this section is to outline the broad strategic direction CCANZ is considering for Army Cadets

5.2 Strategic Framework 5.2.1 OurGoal “Our efforts will result in army cadet units receiving the levels of community support needed to deliver on our youth development aspirations that include real touch-points with army” 5.2.2 SecondaryEffortsOur secondary efforts are; a) Promote and develop an interest in army

cadets; b) Support army cadets in furthering the aims

of NZCF; c) Provide support to army cadet units to

ensure they can operate effectively, efficiently and safely;

d) Develop an understanding and an interest within the cadet corps in military matters and army.

5.2.3 OurBeliefCCANZ believes NZCF provides a unique and proven proactive youth development opportunity that arms our young from all backgrounds with skill sets that enable better life choices. 5.2.4 OurDesiredOutcomesWe believe the cadet of the future will be responsible, self-disciplined, and confident within a community, national and international context, built on the values of courage, commitment, comradeship and integrity. 5.2.5 OurAspirationOur aspiration for NZCF is that all youth in NZ have the opportunity to experience being a cadet. We also believe the numeric strength of cadets should not be less than 5% of the population of the target age group.

5.3 Pillars to Success We believe to achieve our aspirational outcomes will require a focus on;

• PILLAR 1: The provision of a safe yet challenging and fun learning environment that both attracts and retains cadets and adult NZCF personnel

• PILLAR 2: An “all in” model where NZDF actively embrace NZCF by providing support and meaningful touch-points where cadets are provided unique and positive life changing experiences

• PILLAR 3: effective national and regionally recognised, support organisation(s) that ensure price or location is not a barrier to any young person wanting to be or remain a member of the NZCF

• PILLAR 4: A geographical footprint that attracts and retains not less than 5% of the target age group for NZCF

• PILLAR 5: NZCF develop a brand recognition within NZDF and civilian institutions where NZCF personnel considered a source of exceptional people.

5.4 Knowing we are successful Key metrics to be developed that will aid our understanding of the effectiveness of the strategy. These metric will measure; a) That a safe, fun and challenging

environment has been sustained; b) An appropriate activity balance has been

struck by correlating cadet time spent in academic (NZQA) and physical (camp night) activities verses retention;

c) The ability of NZCF to recruit and retain adult leaders and cadets. The ability of the


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support organisations to recruit and retain volunteers;

d) The quality of NZDF engagement with cadets correlated with the number of NZCF persons that enter the defence force;

e) The total cost of being a cadet, and the source of funds correlated against affordability;

f) The numeric strength of NZCF correlated against community metrics (population, demographics);

g) NZCF brand recognition within NZDF, NZ Business, and the broader community.

5.5 Key Actions In order to achieve the pillars of success the CCANZ and the Cadet Advisory Council (CAC) will need to invest in the following enablers; 5.5.1 PILLAR1To achieve the provision of a safe yet challenging and fun learning environment that both attracts and retains cadets and adult NZCF personnel will require; a) The researching and definition of

recruitment, retention and development outcomes that enable the appropriate balance between “classroom” and “field” based activities (i.e. cadets looking for less school and more bush);

b) Currency of curriculum and developmental learning approaches and technologies (i.e. flipped classroom, distance education), that challenge and provides excitement (i.e. action simulators) for cadets and adult support (including SC);

c) Policies and procedures that result in the appropriate balance of residual risk to challenge underpinning recognised and authorised activities;

d) Explore ways to further develop NZCF Officers in instructional techniques, training and risk management, learning approaches that results in increased confidence and capability that enable quality cadet experiences;

5.5.2 PILLAR2To achieve an “all in” model where NZDF actively embrace NZCF by providing meaningful touch-points and support that results in cadets experiencing unique and positive life changing experiences will require; a) The Minister of Defence being encouraged

to actively acknowledge and embrace NZCF as a unique and effective youth development model on at least an equal footing with all other models and frameworks;

b) The NZDF senior leadership group (i.e. CDF, service chiefs and senior warrant officers), to actively embrace and advance the aspirations of NZCF and the authorised support organisation(s);

c) The adoption of NZDF strategies, priorities and directives that acknowledge the right of each Cadet to experience an affordable defence based “live-in” opportunity at a frequency of not less than once each 3-4 years;

d) The adoption of NZDF strategies, priorities and directives that will enable (also considering cost of travel, accommodation, rationing) each cadet to experience on an

Figure 11: WBoP & Waitakere Cadet Units train in the Kaimai Ranges (2019)


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annual basis a contact (i.e. base visit, skills event) with a reserve or regular NZDF unit;

e) The adoption of “people” policies that incentivise NZDF personnel to see a posting to NZCF as career enhancing;

5.5.3 PILLAR3To achieve a nationally and/or regionally recognised, effective support organisation or organisations that will ensure price and/or location is not a barrier to any young person wanting to be or remain a member of the NZCF will require:

Figure 12: The Offlimits Trust funding enabled a number of cadets to have life changing experiences during 2018

a) Research into the optimal funding model for cadets, that considers an appropriate and sustained balance of Government (i.e. NZDF, MSD, Justice), community (i.e. parents and guardians, community funders), and business partners;

b) A review of the role of volunteers in the delivery of support to NZCF, the legal framework(s), organisational structures, that will result in sustained and effective local, regional and national support (i.e. are the current recognised support organisations appropriate?);

c) The determination and implementation of the pricing point (cost of being a cadet compared to alternative activities) that

supports recruitment and retention into NZCF as either a cadet or officer;

d) Explore ways to improve the effectiveness of UC and support groups in their respective roles and responsibilities, associated with the good oversight, provision of sustained support and legislative compliance;

5.5.4 PILLAR4To achieve a geographical footprint that attracts and retains not less than 5% of the target age group within NZCF will require: a) The assessment of what is a sustainable

geographical footprint for NZCF, taking account of community need and support, recruiting potential availability and sustainability of accommodation. For example; how do cadets compensate for the loss of regionally based training facilities as a result in the demise of the Reserve Forces?;

b) The assessment of a sustainable NZCF growth rate taking account of the availability of funds and adult leadership/support;

c) Integrate NZCF recruitment into NZDF recruitment efforts, so as being a cadet achiever provides a streamline entry into NZDF, and being a NZCF officer is a natural exit option for regular and reserve NZDF NCOs and Officers;

5.5.5 PILLAR5To achieve NZCF developing a brand recognition within NZDF and civilian institutions and businesses for NZCF personnel being a source of exceptional people will require: a) The Integration of NZCF into NZDF

communications and branding strategies (e.g. coverage within service magazines, including editorial reference by Service Chiefs);

b) Ministerial and NZDF support in the raising of awareness of the qualities of a cadet with NZDF and business partners (i.e. Defence


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Industries) that result in enhanced education and employment opportunities;

c) Increasing the opportunities for cadets and adults (including SC) to gain meaningful NZQA recognition;

d) departing members of NZCF and recognised support organisations having available to them a clear record of achievement;

e) The communication of the NZ Inc. brand value associated with international cadet exchanges that results in extended opportunities for all cadets, not just those that a cadet can afford.

Figure 13: Cadets require real "touch points" with the NZDF - Navy, Army and Air


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6 International Cadet Exchange Programme

6.1 Purpose The purpose of this section is to outline the purpose, roles and responsibilities associated with the International Cadet Exchange Programme (ICEP)

6.2 Overview Prior to 2016, the Army Cadets took part in the occasional exchange to Singapore. This was not under any formal structure or international agreement and generally occurred as a result of unit levels initiatives, or other ad hoc arrangements. Since 2016, NZCF has sought to operate a consolidated International Cadet Exchange Programme administered by an international exchange officer (S35), the S35-L (land) having a specific focus on Army Cadet exchanges. NZCF in conjunction with CCANZ are part of an international agreement on cadet exchanges. The Army Cadet Exchange is referred to as the International Cadet Exchange Programme (ICEP), the other services have similar arrangements (e.g. ISCEP, IACE) Essentially, cadet exchanges are arranged where New Zealand Army Cadets visit cadets in overseas locations, and in return NZ hosts incoming reciprocal trips. ICEP trips for cadets are life changing events.

6.3 CCANZ Policies CCANZ has the aspiration that every cadet be given the opportunity to participate on a ICEP activity at least once in their cadet career. Although CCANZ has commitments to undertake exchange activities with a wide range of countries; UK, USA, Canada, Singapore, Australia, the closer countries i.e. Australia, provide the opportunity for the greatest number of cadets for the same dollar. There is interest in attending other overseas events along with other countries and there has

been interest from those countries to get involved with reciprocal tours with New Zealand Army Cadets. The building of reciprocal tours will depend largely on future funding to cover air fares and in-country costs for participants. CCANZ determines the level of subsidy for each trip at its AGM, but has the philosophy of making the same dollar contribution per cadet, regardless of the cost of the trip. Thus a cadet travelling to Australia, will receive the same subsidy as one travelling to Canada.

6.4 ICEP Annual Plan CCANZ in conjunction with the NZCF shape the annual ICEP plan, the draft of which, along with the financial implications is presented to the CCANZ AGM for tentative approval. Approval can only be tentative as much can change during the year, tours cancelled, new ones initiated. The Cadet Officer responsible for drafting the ICEP annual plan is the International Exchange Officer – Land (S35L) Currently this is; MAJOR PETE GILLILAND NZCF S35L International Exchange Officer-Land New Zealand Cadet Forces E: [email protected] M: +64 27 248 4337

6.5 ICEP “Outbound” The shape and destination of the outbound trips will always be subject to change, but currently anchored on the following; 6.5.1 AustralianChiefofArmyCadetChallenge

(CACTC)This trans-Tasman opportunity is awarded to the winning team from the Army Cadet National Skills Competition compete against their Australian Army Cadets (ACC) counterparts at the Puckapunyal Military Area, north of Melbourne. The event is held in July each year over a 7-day period, which is usually followed by an additional few days sightseeing hosted by AAC prior to return to New Zealand. The CA funds all air fares for the participating team and


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there are no in country costs other than personal spending money. 6.5.2 AustralianArmyCadetsAdventure

TrainingAward(ATA)This programme is for a team of 10 cadets and two Escort Officers to attend this individual challenge in April each year. The event is held over a period of 7 days at the Majura Training Area, just outside of Canberra. Participants are selected through a rigorous national selection process similar to the other Corps’ exchange programmes, the focus being on the cadet’s maturity, skills and fitness, attitude and commitment. CCANZ sponsor an amount towards cadet air fares, and once again there are no in country expenses other than personal spending money. Army Cadets that pass the ATA are presented the coveted ATA badge and are allowed to wear this on their uniform.

6.6 ICEP “Inbound” As with the inbound, CCANZ has a responsibility to host cadets from countries that have been visited by NZ Army Cadets as part of the ICEP Outbound programme. As with the Outbound programme will always be subject to change; 6.6.1 AustralianArmyCadet(AAC)“Inbound”to

NewZealandEach September/October, Army Cadets host the winning Australian Army Cadets CACTC team in New Zealand to compete in one of the Area Skills Competitions. The AAC team is in New Zealand for 7 days and is hosted at NZDF camps and bases for post competition sight-seeing which also includes meeting the CA, and taking in key attractions prior to departure. This inbound tour ranks very highly on the AAC activity list.

6.7 Approvals Process When an overseas tour is being considered by any Unit/s, and involves Cadets and Officers travelling as a group, the organisers are first to seek approval for the tour from HQ NZCF, through their respective Exchange Officers (S35, S35-M, S35-L, S35-A). This must be done prior to any financial commitment being made.

COMDT NZCF is the approving authority for any and all international exchanges, visits or tours. As a general rule, NZCF is responsible for internal/domestic requests and arrangements. CCANZ is responsible for financial arrangements. NZCF will assume all overseas liaison, and unit level involvement to the HQ is via the Exchange Officers (S35, S35-M, S35-L, S35-A).

Figure 14: Army Cadets on Exercise Haig being

interviewed by UKTV at the Menin Gate - Belgium on Armistice Day 2018 – CCANZ Acknowledges the OFFLIMIT

Trust for their funding assistance.

6.8 Roles and Responsibilities 6.8.1 NZCF(S35L)HQ NZCF (through the S35L) is responsible for: a) Liaison with host countries; b) Drafting an inbound exchange administration

instruction for HQ NZCF approval; c) Liaising with the President of CCANZ on the

details of the trip, revised budgets, and cadet selection criteria;

d) Selecting and approving an Escort Officer(s) for inbound exchanges;

e) Providing a grant to cover sundry expenses for inbound exchanges;

f) Selecting and approving outbound Escort Officers and Cadets;

g) Possible payment of Escort Officers (if funds are available);

h) Co-ordination of NZ participation on international cadet conferences via the


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NZDF International Commitments Plan (ICP);

i) Collating and submitting information requirements to host countries for outbound exchanges;

j) Issuing joining/administration instructions and directives for inbound and outbound Escort Officers and Cadets; and;

k) The conduct of final briefings and checks prior to departure on outbound exchanges;

l) Provide CCANZ a post exchange report, including details of expenditure.

6.8.2 CCANZCCANZ is responsible for; a) The provision of administrative financial

support to the escort officer. b) Agreeing to a financial commitment for the

Exchange c) Keep SC appraised of the ICEP programme

and cadet selection criteria 6.8.3 SupportCommitteeThe SC for each unit has a responsibility to stay informed about pending ICEP opportunities, and ensure the UC is nominating appropriate cadets. The SC might also engage in fund raising to assist Cadet participation. With inbound exchange, units might be asked to host an exchange group. This typically means arranging appropriate billets. SC must stay informed and active to ensure all cadets have the opportunity to travel. 6.8.4 EscortOfficer The appointed Escort Officer is responsible for:

a) Co-ordinating an activity programme for inbound exchanges

b) Co-ordination of international travel for outbound Escort Officers and Cadets

c) The provision of non-issue NZDF clothing and

d) Ensure all necessary information and equipment is received

e) Provide a Post Tour Report to CCANZ 6.8.5 AdministrationCCANZ will typically; a) Provide an account into which Cadet travel

payments will be collated b) On the advice of NZCF (S35L) make

appropriate payments for travel, accommodation, insurance

c) Provide the Escort Officer with a debit card with the appropriate level of funds to cover the tour

d) Produce in conjunction with S35L the end of exchange financial report for submission to the CCANZ Board.

Figure 15: NZ Army Cadets parade in Canberra Australia – 2018


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7 Support Committee

7.1 Purpose The purpose of this section is to outline the purpose, roles and responsibilities of the authorised Support Committee (SC)

7.2 Overview. Each and every Army Cadet Unit must have a community based SC. But there need not be a SC for each and every Army Cadet Unit. That is; there can be one SC that supports more than one Unit. i.e. their might be one regional based SC that provides support to all Army Cadet Units within that region. I.e. one SC for all of Auckland. Equally; there might be a SC that supports Units of more than one Service. i.e. one SC that supports the Navy, Army and Air Cadet Units located within Tauranga. For this reason, the term within the CCANZ Trust Deed is “Support Committee”, not as it was Unit Support Committee. CCANZ believes the structure of some of our SC will change in the coming years to better embrace the changing volunteer and funding environment.

Role SC are responsible for; a) Assisting and supporting the UC in the

planning and preparation of the annual programme of events, activities and local training;

b) Providing and accounting for funds and/or resourcing support to the annual programme of events, activities and local;

c) Providing and administering funds for the unit’s, equipment, stores and clothing;

d) Providing a comprehensive insurance policy for all clothing, stores, weapons, vehicles, boats and equipment belonging to the unit, excluding those weapons, uniforms and stores on loan from the NZDF;

e) When sanctioned by CCANZ, assisting with the provision of the unit’s accommodation and facilities, and maintaining said property

in accordance with the requirements of ownership or lease;

f) Promoting the unit and the Cadet Forces within the community and region;

g) Assisting the UC with recruitment of potential officers and Cadets from within the community;

h) Agreeing with the UC and managing the annual budget for the unit, and regularly liaising with the UC on budgetary matters which may affect the unit’s operation or activities;

i) In conjunction with the UC, fostering links and communication with other Cadet Force units in the region, regardless of corps,

j) Regularly liaising with the local branch of the RSA and similar organisations;

k) Supporting the UC to promote the participation of Cadet Force personnel in community service projects; and

l) Seeking local or regional third party sponsorship to fund Cadet unit activities.

7.3 Membership Responsibility Each Army Cadet unit will be supported by a SC that is a member of CCANZ. A SC will as a minimum consist of the Chairperson, Treasurer and Secretary SC are required to; a) Provide CCANZ of the full name, and

contact details (phone, email) of its officers (Chairperson, Secretary, Treasurer);

b) Give written notice to CCANZ of any changes in their contact details as soon as


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reasonably practicable after the change occurs;

c) Pay the annual CCANZ membership fee. This is currently better known as Capitation;

d) At least one month prior to the AGM provide a membership report;

e) Provide other information as reasonably requested from time to time by CCANZ;

f) Do nothing to bring Army Cadets into disrepute;

7.4 Ceasing to be a Member Of note, if a SC ceases to be a member, closure will be initiated of the unit. Cessation will occur if; a) If CCANZ is wound-up b) Failure to pay the membership fee c) Failure to provide an annual membership

report. d) Any member who, in the view of the Board

has acted, or is acting, in a manner inconsistent with the purposes of the Army Cadets, or has brought Army Cadets into disrepute

7.5 SC Membership a) Each SC is required to elect a Chairperson

and such other officers, such as a Secretary and/or a Treasurer, to enable the orderly operation of the affairs of the committee. No serving Cadet Forces officer shall be eligible to hold an executive position.

b) The UC or nominee shall be an ex officio member of the SC and should attend all respective SC meetings.

c) An elected member of the supporting Returned Services Association (RSA) shall also be an ex officio member and should attend all SC meetings

d) The CCANZ Deed allows for one Cadet representative elected by the Cadets of the respective unit. Any such Cadet representative shall be a voting member but may not hold office within the SC. However,

the NZCF Code of Conduct currently prohibits cadet involvement.

e) No CCANZ Trustee shall be precluded from a meeting of the SC

7.6 Possible Members For reasons of sustainability, SC are encouraged to develop a broad base within the community, and have this reflected within their Support. While parents and guardians will form the “backbone” of a SC, consider approaching some of the following:

• Royal NZ RSA - Local Branch • The Council and in Particular the Mayor • Rotary • Lions • Masons • Maori Women’s Welfare League. • School Boards of Trustees • The Police • Local Volunteer Fire Brigade • Scouts and Guides – Cadets is a good step up

and you could work to pool resources • St Johns Ambulance • Red Cross • Government Departments such as Oranga

Tamariki The list is endless. Just consider offering a position on the Committee to any group that has youth welfare and improvement as one of their aims or concerns.

7.7 Support Committee Operations The SC must; a) Meet as regularly as required but desirably

not less than on a monthly basis. Note: most SC meet in the same location and frequency as the Cadet Unit trains. This approach tends to enable the greatest involvement of parents and guardians.

b) Have a banking account under the control of at least two signatories, disburse of funds as determined by the committee. Note NZCF Officers and Cadets are not permitted to collect, hold or account for funds

c) Keep minutes of its proceedings, in which all decisions made are to be recorded, particularly those related to expenditure.

d) Ensure that proper books of account are kept, and all other matters necessary or appropriate to show the true state of the


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financial affairs of the committee, and are made available to any member of the committee, and to any CCANZ Trustee, on request.

Figure 16: Example of a SC funding initiative

7.8 Financial Management Each SC is required to prepare a Membership Report, including a statement of accounts, and forward a copy to the CCANZ Trust Board for presentation to the AGM.

7.9 Communications The SC is encouraged to actively engage with their CCANZ Regional Representative, but equally may communicate directly with CCANZ Trustees. Additionally, the SC may communicate directly with the Commandant of NZCF on matters of administration and maintenance of the unit they support.

7.10 Property and Equipment a) SC will not enter into the purchase or lease

of restate without first engaging with CCANZ;

b) Equipment owned by the CCANZ and allocated to units shall not be transferred between units without the consent of the CCANZ.

7.11 Insurance NZDF is responsible for having in place insurance to cover personal indemnity from civil

liability for loss or damage to third parties or their property, and to provide comprehensive insurance for NZDF owned clothing, stores, weapons etc. SCs on the other hand are required to provide comprehensive insurance cover for clothing, stores, equipment etc. they own. Further, via RSA, SC can gain the same insurance benefits offered the RSA, via their brokers Marsh & McLennan. Each SC will need to clearly identify what is in the ownership of the local unit, determine its replacement value and insure as the SC deem appropriate. At time of writing the Marsh representative Kerry Gosper on 0800 805 333 or [email protected]

7.12 Winding Up a) In the event of a unit being placed in recess

by the Commandant of Cadets, or if a SC determines that its unit should be placed in recess or be disbanded, or if the SC feels it is unable to continue it will immediately engage with CCANZ;

b) No other action is to be taken until the Board decision in respect of the unit is advised;

c) The SC will ensure all monies are banked and where possible collect all outstanding debts to the unit. Pay all outstanding accounts transfer the balance of the bank account to the Board;

d) CCANZ may appoint a suitable person ideally from the relevant region to assume the function of the SC until a new SC can be formed. The minute books, financial instruments and accounts of the SC are to be immediately passed to that person. All items of unit property in the possession of any SC member are also to be immediately passed to that person.


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8 Conduct of a Support Committee Meeting8.1 Purpose The purpose of this section is to outline the purpose, roles and responsibilities of the Support Committee (SC) with respect to holding and documenting SC meeting

Figure 17: What you do as a SC, and the way you govern has a major bearing on the performance of the unit, and the quality of the cadet experience

8.2 Background Running effective and efficient committee meetings is essential to the smooth operation of your unit.

8.3 Prior to the Meeting 8.3.1 Agenda

Figure 18: Set an Agenda before the meeting. Typically

standard headings will be used, but don’t forget to include items to address “current issues”

It is good practice to have the minutes, agenda, treasurer’s report, and any other documents that require perusal distributed ahead of the meeting. The expectation is that committee members, and other attendees will read these, and bring a copy to the meeting.

8.3.2 GroundRulesIt can be a good idea to have some guidelines or rules for meeting behaviour: a) Respect – no interrupting, no long

monologues, no personal abuse; b) Timekeeping – everybody needs to be

aware of how long they are speaking for and that they are sticking to the agenda;

c) How will decisions be made – by voting or consensus? Check the CCANZ Trust Deed document or rules – this states how decisions are to be made and it will also include other important rules such as whether the Chairperson has an additional casting vote if the voting is tied;

d) It can be a good idea to always try to reach a consensus even when voting – this ensures that everyone is “on the same page”;

Figure 19: As the Chair, remember to guide the meeting but not dominate it, equally allow others to have their input but

not dominate.

8.4 Meeting Format This is a suggested format only; each SC should customise to suit their own needs. 8.4.1 Opening&WelcomeThe Chairperson declares the meeting open at (record time). Welcome everybody, especially guests, new members. 8.4.2 AdministrationThis is a good time to check if people have other needs, perhaps need to leave early, advise the time you expect the UC to join the meeting, perhaps any health and safety issues.


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8.4.3 Present&ApologiesList apologies (i.e. those who have notified you or another committee member that they will be absent). The Secretary should also note those that are present. This can be a good time to ask people to sign the attendance register; makes it easier to collect names and contact details at larger meetings. The Secretary should also note the time that people enter and leave the meeting Move that the apologies be accepted. Seconder? All in favour / against. CARRIED. 8.4.4 MinutesofthePreviousMeetingMinutes are a record of the previous meeting. It is better to circulate prior to the meeting. a) The Secretary reads the minutes unless they

have already been circulated; b) Ask for any amendments to the minutes; c) Discuss accuracy of minutes, not content d) After any amendments have been

discussed; Either: Move that the minutes as circulated be taken as a true and accurate record (if no amendments) Or: Move that the minutes as circulated be confirmed, with the agreed amendments. Seconder? All in favour / against. CARRIED.

The Chairperson should then sign the minutes and initial all amendments. 8.4.5 MattersArisingfromtheMinutesDiscuss only things that were mentioned in the minutes of the previous meeting and are not elsewhere on the agenda. They should continue to be included in all minutes until they have been resolved. Even if there has been no progress, this should be noted. It is often better for the Chairperson prior to the meeting to identify issues from the minutes that require further discussion and add them to the meeting agenda. This help keeps continuity of the meeting.

8.4.6 CorrespondenceCirculate or read out a list of all the correspondence since the last meeting. Move that inward correspondence be received and outward be endorsed. Seconder? All in favour / against. CARRIED. Deal with any matters arising from the correspondence. Remember – emails are also a form of correspondence! Include all important and relevant emails that you send or receive in your correspondence. 8.4.7 TreasurersReportThe Treasurer presents a report on the SC’s financial situation, including a list of all invoices paid, for the committee’s approval. The Treasurer points out anything that needs to be brought to the committee’s attention, then answers any questions on the payments or the report. Move that the payment of the accounts listed be approved and the report be adopted. Seconder? All in favour / against. CARRIED. 8.4.8 SpecialReports

Figure 20: Allow time for persons giving specialist reports, such as the UC, but keep to the allocated time, otherwise

other important matters might not get addressed.

Committee members may be tasked with specific tasks, for example; • fund raising • uniforms and equipment • camps and other activities • recruiting The lead person for these specialist teams present their reports.


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Move the report be received. Seconder? All in favour / against. CARRIED. If the report contains recommendations, after the appropriate discussion Move that the report be adopted. Seconder? All in favour / against. CARRIED. 8.4.9 GeneralBusinessAnything else that needs discussing, including anything held over from the last meeting. These items will require discussion which is concluded with the appropriate resolution i.e. “That Bill and Ben report back on options at the next meeting”. 8.4.10 NextMeetingAgree on the date, time and location of the next meeting. Then close the meeting and record the time.

8.5 Minutes 8.5.1 BackgroundMinutes are an important document for any type of committee as they; a) Provide a written record of any important

decisions made by your SC (e.g. payments approved, tasks assigned, action points, outcome of meetings with outside parties).

b) They are important records both for the everyday functionality of the SC, but also very important to have these records when applying for any funding grants

c) They can be circulated to anyone absent from the meeting so they have an accurate account of what happened.

8.5.2 MinuteTakingTips

Figure 21: It is really important that an accurate record is documented of agreed actions. Minutes do not have to be extensive, but accurate and produced and circulated within a few days of the meeting to enable the committee to action

When taking minutes, it is important to accurately record the key points, but you don’t need to capture the entire discussion. Resolutions and Actions are the important aspects. Here are some tips that might help; a) List those present, and any apologies. If a

large meeting, or people you don’t know, circulate an attendance sheet. This way you can get the correct spelling of names and contact details

b) Follow the order of the agenda; c) Write in the third person, giving names

clearly; - i.e. “The Chairperson detailed the outcome of her July meeting with TrustPower”.

d) State the main issues, points of view, and decisions made (be impartial); i.e. The Chairperson felt there was significant merit in adopting the recommendations of the TrustPower Report, but the Treasurer and …….. expressed concerns at the Units’ ability to …”

e) Make sure the full texts of any motions are recorded;

f) List any accounts for payment that are approved, reports received, main points of answers required for any correspondence etc;

g) Be alert to take down any extra notes that will be useful;

h) Write up the minutes as soon as possible after the meeting when the content is fresh in the mind. Try and circulate a draft of the minutes to the Chairperson within days, for circulation to other members within a week or two.

8.5.3 SampleMinutesTemplateThe following is an example only, and each SC will need to customised to meet their own needs; Minutes of a Derby Cadet Unit Support Committee Meeting held at the Derby Army Hall on: 15 May 2019 Time: 7:30pm Present: List all members present, giving both first and surnames for archive purposes. Put the Chairperson first with “Chair” in brackets beside their name. Apologies: Received from (list all names of those that offered apologies)


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Minutes: The minutes of the meeting held on ................ were circulated. Either (name) moved that the minutes as circulated be taken as a true and accurate record (if no amendments). Or (name) moved that the minutes as circulated, with the addition of the above amendments, be taken as a true and accurate record. Seconded by (name). CARRIED. Matters arising from the minutes: List any discussion and decisions made. Correspondence: Inward from ................ Outward to ................ If no correspondence write “There was no correspondence” (name) moved that the inward correspondence be received and the outwards endorsed. Seconded by (name). CARRIED. Treasurer’s Report: The following payments were presented for approval (list them). The balance in the XYZ bank is $.......... Cheque account $.......... Term deposit $.......... Total funds at (date) Summarise any discussion about the financial situation.

Treasurer moved “That payment of the listed invoices be approved and the Treasurer’s report adopted”. Seconded by (name). CARRIED. Committee Reports: Each committee member with a specific task should give a written report to assist the Secretary. This might only be an email before (or after) the meeting. The minutes, give a brief summary of the main points from each committee member, including any topic, which was discussed in depth by the whole committee. General Business: Record a brief summary of any business, which was discussed, including any held over from the previous meeting. For example; The request from members to hold a fundraising evening was discussed, and a subcommittee appointed John Smith as the convener. The subcommittee will report back at the next meeting with recommendations on date, venue, format, costs, etc. Date of Next Meeting: To be held at (time) on (day) at (place). The meeting closed at ................. a.m. / p.m. Minutes should be posted, delivered, or emailed to committee members as soon as possible after the meeting. Two weeks is a good target, this then allows people time to action Items


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9 Financial Management & Reporting

9.1 Purpose The purpose of this section is to outline the purpose, roles and responsibilities of the Support Committee (SC) with respect to financial management and reporting

9.2 Legal Background CCANZ is a charitable trust established by deed of trust dated 16 July 1998, reviewed and revised April 2018. The trustees of the CCANZ trust of which have been incorporated as a charitable trust board under the Charities Trust Act 1957 since 22 July 1998 (#916618). CCANZ has been registered as a charity under the Charities Act 2005 since June 2008 (CC41270) All cadet units are required to have a SC. All authorised SC are required to be members of CCANZ. CCANZ “controls” it’s members, thus the financial statement of CCANZ must include each of the SC.

9.3 Withholding Tax You pay tax on interest and dividends you earn from bank accounts and investments you have in New Zealand. You also pay tax on income from overseas accounts and investments. This is resident withholding tax (RWT). Your payer (bank or fund manager) deducts RWT from your interest or dividend payment before they pay you. However, CCANZ as Charity has an exemption, but you will need to advise those organisations with whom you have funds deposited/invested. A copy of the Certificate can be obtained from the CCANZ Treasurer or accounting support person.

Figure 22: CCANZ Certificate of Exemption from Resident

Withholding Tax

9.4 Consolidated Reporting The Charities Services position on financial report is this; Where there is a control relationship the combined operating payments of the charity and the organisation/s they control, could mean that the charity is required to report in a higher tier where consolidation is required. CCANZ is required to report to Tier 3 reporting level, that is less than $2M of annual operating payments. Tier 4 reporting is less than $125,000 of annual operating payments. CCANZ is required to report on your financial activity and outputs, or the level of activity (i.e. number of camps)

Figure 23: CCANZ is required to present a consolidated Annual Report to Charities Services - this report must include the financial reporting of all SC


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9.5 Reporting Dates Each SC (Member), at least on calendar month prior to each CCANZ AGM, forward to CCANZ Membership Report. CCANZ AGM is typically the first week of April. CCANZ is required to have its accounts presented to the Charities Services by 30 June of each year. Therefore, SC should have their Membership Report to CCANZ by 1 March of each year. CCANZ is required to provide their Annual Return along with their Performance Report within six months of their balance date. For CCANZ this mean 30 June.

9.6 Membership Report The template for the Membership Report will be provided to units at the commencement of each financial year, typically however, the Membership Report will have two components; a) Statement of Service Performance b) Statement of Receipts and Payments c) Statement of resources and Commitments d) Performance Report e) SC Officers 9.6.1 StatementofServicePerformanceThe purpose of the Statement of Service Performance is to provide non- financial information to help parents and guardians understand what your unit did during the financial year. Essentially; What did we do? When did we do it? Most people find this statement more valuable as it tells a far richer story about unit life than reporting on the finances alone. For example, how many activities did the unit deliver, how many cadets took part in those events. Consider using pictures, tables, charts or graphs to represent its achievements and to enhance the understanding of your committees’ work. The Statement of Service Performance is also a great way to show your future sponsors what you did. It’s worth taking some time to create this statement as it will showcase the great work your SC does.

9.6.2 StatementofReceiptsandPaymentsThe purpose of the Statement of Receipts and Payments is to report all the money received (receipts) and paid out (payments) by your SC for all its activities during the financial year. Essentially;

Figure 24: The SC treasurer should present a financial

report at each committee meeting. If this is done the annual report becomes much less of an issue, and helps provide

better financial transparency during the year.

What did it cost? How was it funded? This statement also shows how much money you had at the beginning and the end of the financial year. Receipts (money received) includes all cash, cheques or deposits into your SC bank account during the financial year. Payments (money paid out) include cash, cheque or electronic payments made by your SC during the financial year. You are advised, as a minimum to report against the criteria detailed within the CCANZ template, as; a) This complies with the Charities Services

requirements, and b) It will make it easier to complete the CCANZ

annual report. A detailed list of all the transactions throughout the year is not required. The criteria (Chart of Accounts) is designed as a high level overview that readers can easily follow. If your SC wishes to report against more detailed information, perhaps a unique aspect for your area, this is perfectly acceptable.


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You might want to prepare your annual budget against the above criteria and also report against these as well. 9.6.3 StatementofResourcesandCommitmentThe purpose of the Statement of Resources and Commitments is to provide a snapshot of your SC resources and commitments at the end of your financial year. Essentially; What do we own? What do we owe?

Resources are what your SC owns and what is owing to it. Commitments are obligations to others and what the SC owes at the end of its financial year. You only need to record resources and commitments that are significant. Significant is an accounting term that requires you to use some judgement. Ask yourself, could including or excluding the information change a reader’s understanding. The Statement of Resources and Commitments also has minimum (compulsory) categories e.g. bank accounts, cash, owed by the SC, owed by others. You can’t change the type of information that must be reported within each category, but you can split a category or rename it to make it more meaningful for your charity. Avoid recording a long list of items and only make changes that are important and useful to your charity and the readers of the statement. Make sure that any changes you make to the categories are used consistently in the future so that the information can be compared over time. Note this down for the Treasurer who will take over preparing any future Performance Reports. 9.6.4 PerformanceReportThe purpose of the notes to the Performance Report is to expand on information included in the other parts of the Performance Report when it is helpful to do so. Essentially; How did we undertake our accounting? Here you should provide additional details on items of importance or relevance to your SC. You may wish to record individual items, activities or events to provide further information to your

parents and guardians. If you received grants, you can list the funders and details of the grant in this section. You may be building up a fund for a future project and want to explain this to potential funders, for example. 9.6.5 SupportCommitteeOfficers(Members)The Membership Report will include the contact details for each of the key SC officers, including; • Chairperson • Treasurer • Secretary For each position please provide; • Full Name (First Name & Surname) • Email address • Contact phone number If any of the above details should change during the year, please keep the Secretary CCANZ informed. 9.6.6 ChartofAccounts The following are the categories of Receipts and Payments CCANZ requires within the Annual Report; 9.6.6.1 UnitOutcome/OutputsThe SC should establish its long term Outcomes, and measure progress towards these annually. For example units could select some of the following; • The number of Cadets within the Unit • The number of Cadets that have been in the

unit more than 3 years • The number of Cadets that leave to join the

defence force • The average annual cost of being a Cadet • The average number of nights (overnight)

that a Cadet is involved in an activity • The number of cadets that experience a

“base visit” (say more than 2 days) • The number of Cadets that experience an

ICEP opportunity • The ratio of Officers to Cadets


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Figure 25: An Example of the CCANZ “Description and Qualifications of the Entity’s Outputs” for the Charities Services Annual Report

9.6.6.2 OperatingReceipts• Donations & Grants • Cadet Annual Fees (Term Fees)

• Cadet Activity Fees (Camp Fees) • Sales (Badges, Clothing, Canteen) • Interest • Other Income 9.6.6.3 OperatingPayments• Bank Fees • Accounting Fees • Administration (Office, Postage, Advertising) • Employment Costs • Fundraising Costs • Activity Costs (Camps, Courses, ICEP) • Grants & Donations Paid

Description Actual2018

Budget2018

Actual2017

Members(ASC)thatattendthe2019AGM 131 $5,000 20RegionalTrainingSeminardeliveredformembers 12 $1,000 1TrusteeengagementswithCadetAdvisoryCouncil 23 $600 4MemberVisitsbyaTrusteeorAreaRepresentativetoaunit @234 $10,000 ?

Nights5thatCadetshaveaunitexperience 3,6566 $350,000 UnknownNumberofCadetsthatexperienceandinternationalevent(OutboundICEP) 307 $30,000

1Minutesfrom16June2018AGM2Auckland13October20183Onlytwomeetingsheldduringtheyear;CAC19Sep18&CACSC21Mar18–bothwereattendedbytheCCANZPresident

4CCANZexperiencedifficultyinrecruitingAreaSupportPeople,thisfigurerepresentsanassessmentofunitsvisited(70%ofunitsvisited)5Nights–meansNightsawayfromtheunit;forexample:Overnightfiledexercise,preparingforANZACday,promotioncourses,etc6CCANZwasunabletosourcethisinformationfromunits7ReportfromS35-LandNZCF:10cadets–ATA18,10cadets–CACTC18,10CadetsExerciseHaig


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10 Volunteerism10.1 Purpose The purpose of this section is to consider some of the issues that evolve as a result of the changing landscape of volunteering

10.2 The Volunteer Model The Army Cadet model is heavily influenced by the historical presence of regional Territorial Force (TF) units. Historically these co-located TF units had embraced cadets, providing; leadership, training, equipment and experience opportunities (military touch-points). For the most part this support no longer exists, at least very reduced. Cadet units are now required to fill this gap, requiring stronger and more effective adult leaders, both as unit officers and as fund raisers. Units are now required to raise funds for ‘camping’ equipment, accommodation and travel no longer available from the local Reserve unit. While it is possible the number of people volunteering their time in New Zealand may not have changed2, the volunteering landscape has. In the development of the CCANZ strategic plan, the previous CCANZ Executive tried to understand why it was more parents and guardians were not involving themselves with SC. Most; vote with their feet by simply dropping off their child and leaving, to return at the end of the night. The feedback from parents/guardians might become more involved if;

2 Wanwimorlruk.M.(2013).Volunteering: Alive and well or dying quietly?- Royal New Zealand Plunket Society

a) There was no requirement to fundraise b) There were no committees, paperwork,

administration c) Their time commitment was short/discreet

(short, sharp commitment) d) Their involvement was; practical, fun, and/or

provided a learning experience e) Their input was valued

We need to convert these findings into a meaningful model. The areas we may want to consider include; a) ‘real’ belief and commitment from the top

(Minister, CDF, Service Chiefs) as to the value of the volunteers

b) Have in place regional/national fund raising specialist. This might actually go to the very heart of the Trust Board composition (perhaps even across all three association)

c) A well-organised, streamlined, interactive ability to ‘book’ short sharp volunteer work

d) Create and sustain an enjoyable, fun working environment. This probably requires skilled volunteer managers, and improved relationships, between volunteers and unit officers

e) Perhaps consider a regionally based SC

10.3 Time for A Fresh Look If we look further into the future, and if a strong cadet force is part of that, then the following enablers require serious consideration; a) Increased funding; and this is less and less

likely to be generated from the community, equally not from NZDF. But perhaps other Ministries and corporates will need to be tapped

b) A model that places reliance on community based volunteers with the interest and/or


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capacity/capability to manage increasing layers of compliance may not be sustainable

c) The means of providing appropriate unit accommodation. Do we revisit the school based model?

Thus, is it time to consider other structural models? The model adopted by St Johns Ambulance for example has, national and regional management boards, that raise and sustain.

While local ‘units’ still exist, and still raise small sums of money for local initiatives, the ‘heavy lifting’ of funding, property management and compliance is centralised. In the Cadet context, that might mean the Minister only recognises a singular professionally run national body that is well connected corporately and politically. As with St Johns, this national body might be supported by 3-4 regional entities.


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11 Conflict Resolution11.1 Purpose The purpose of this section is to consider some of techniques a support committee might implement to promote a high performing unit.

Figure 26: We have all experienced conflict, possibly we

have been the cause for the anger ourselves. Unresolved conflict can destroy the good functioning of a SC and unit. It

is the cadets that ultimately suffer. Healthy and creative conflict resolution skill is an essential adult skill.

11.2 Overview Successful Units live off successful relationships and this section deals with conflict resolution, rather avoiding the breakdown of relationships. If you have a breakdown or a conflict between the Unit and its SC, it needs to be fixed. This is not rocket science but needs to be approached in a methodical and systematic way. The cause is likely to be “a breakdown in communications” which generally results from people becoming entrenched in a position born of a lack of desire to hear a differing perspective. It will result in a number of relationship issues developing. Relationship breakdown is slow but like a cancer, it will kill you if not fixed. Only you can fix the relationship problems.

The three key issues are: • Commitment • Communication • Clarity

11.3 Commitment We all need to commit to; a) The development of a collective goal. Make

the goal that is unit and cadet focused, keep the goal simple and review progress towards it every 3-6 months;

b) Having a focus on issues not personalities. Simple and a bit “mushy” but an absolute - remember you don’t have to like each other but you do need to respect each other’s point of view;

c) For the unit to meet your goal requires us, we, the team (WE are going to ….);

d) Keep discussions “in House”; e) Ignore rumour and innuendo. If it is not

responded to - “he said, she said etc.” it dies, so let it die;

f) If you keep the focus on the Cadets and continually assess your individual performances against that focus, you will leave the personal stuff behind.

11.4 Communication

Figure 27: Listen for the things that really matter for the

other person, and respond to them. Don't derail the train by getting side tracked on the small stuff. Listen to the other

person's complaints, focus in on the truly important underlying message, and try to address it.

Now here is the real issue; a) Agree on how and when you are going to

talk to each other, informally and formally; b) The Chairperson and the UC should

communicate with each other, informally (not on a parade night). In the interests of building relationships expand that group to


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include all those that are affected directly by the situation;

c) For the period of the short-term goal you might consider meeting formally to review where you are, and gain clarity for the next steps;

d) In time you need to do a bit of socialising - Cadets isn’t a job, it is community work and needs to be enjoyed and celebrated (not inebriated - note). In time the entire adult network should be included.

11.5 Clarity Sort out the roles and responsibility of each party and the boundaries of their respective roles. Note it is best to shape this to capture the unique combinations of interests and capabilities of the individuals involved. • The Officers do this • The SC does that • We all do this • The Store person does that and is

responsible to who for what • The SC expects this of the UC • The UC expects that of the SC • The UC expects that of the Training Officer • The Training Officer expects that of the UC • The Unit/SC expects that of the Cadet Forces

• The SC expects that of CCANZ And so on………DON’T FORGET TO FIND OUT WHAT THE CADETS EXPECT – THEY ARE THE REASON WE ARE DOING THIS!!…..

Write down what you have agreed on and use it as your discussion point for each meeting so you can assess your progress. Keep it brief and confined to bullet points and times.

Figure 28: Forgive and forget. Show a conscious willingness

to forgive and forget, and assume that the other person is coming at the conflict from the same angle. Many conflicts, though they seem important in the moment, boil down to

simple misunderstandings. Be judicious and forgiving, like the person you want to be.


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12 Fund Raising12.1 Purpose The purpose of this section is to consider some of techniques a Support Committee might consider to raise funds through sponsorship and grants.

12.2 Assistance Principles The principles followed for sponsorship are that;

• Funds are accounted for in compliance with CCANZ’s registered charity status

• Any contribution is considered a hand-up, not hand-out

• The agreed terms and intent of the sponsorship will be honoured

12.3 Clarify Requirements

Figure 29: Enter each year with a realistic fund raising plan

that is aligned with the agreed training programme

12.3.1 FundingOptionsFunding proposals should be customised to meet the specific needs of the funding agency/sponsor. The broad areas a SC might target funding are; Administrative Compliance • Professional services

o Legal o Accounting o Auditing

• Volunteer training • Accounting systems • Marketing / Communication

o Web site development o Graphic design o Printing

International Cadet Exchanges • Travel (air, van rental) • Travel insurance • Uniforms • Venue entry fees • Gifts and souvenirs

Unit Activities • Accommodation / rent • Building refurbishment • Utilities (power / water) • IT equipment (phones, computers) • Camp equipment (tents, cooking) • Safety equipment (first aid kits, radios, cold weather

equipment, fire equipment) • Specialist instructors (mountain safety, first aid) • Clothing (uniform, boots, shoes) • Travel (van, car hire) • Venue hire (lodges, camps) • Food • Engraving, embroidery, printing

12.4 Brainstorm Ideas Think independently. Consider having the SC members brainstorm ideas individually and then review everyone else's ideas individually to come up with new thoughts. Post-it notes on a wall can work quite effectively. Finally, come together as a group and share these new ideas. This method will often result in a broader base of ideas as it avoids domination of ideas by a few. Brainstorming cannot work if limitations are put on the creative process. Treat every idea by each person the same way, developing it and asking questions until it is either deemed impractical or it graduates to the "good idea" list. Agree to consider all ideas, regardless of how impossible they seem. In fact, coming up with terrible ideas can be beneficial to your creative process. Try coming up with the worst ideas you can think of (illegal, impractical, or expensive ideas). Then, try to change those ideas to make them better ideas. This process can help you think of your problem in new ways.


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Figure 30: Find a way to generate new thought by holding sessions of individual thought, followed by group thought.

Choose the best ideas. The best idea can be chosen according to a few important criteria. First, assess the cost. Can you come up with the money needed to pursue this idea? Then, consider your unit's ability to manage this initiative. Do you have the expertise, capability, and capacity needed? Finally, look for a competitive advantage in your ideas. Can you create this idea faster, better, or more cheaply than other charities? Only once an idea passes these criteria should you move forward with it.

12.5 Research 12.5.1 WebSearchRead articles, search the Internet and watch videos about subjects that are relevant to the funding ideas you developed during brainstorming. The more information you have, the better decisions you can make. You should also consult your local Council, who will have access to the NZ charities funding database.

Figure 31: Contact your local council for web sites; research the best charities, if applicable. Some funding agencies are more effective than others, the level of documentation required in your submission will also vary significantly.

Look at any past attempts you, anyone else, including other units, other youth development

groups have made to generate funds. What did they do right? Where did their attempt go wrong? Bringing this type of context to your discussions can help shape your own ideas. You can also reach out to business connections of yours to get their thoughts on certain aspects of the funding and sponsorship. 12.5.2 NetworkwithOthersA cadet unit can be a small fish in a very big sea of groups seeking community funding. Networking helps you to become a part of the bigger sea, by getting your unit out there and known by more than a few. And without a doubt, networking always increases the opportunities for your unit, from meeting new contacts, catching up with old contacts, finding out new ideas, gaining a funding suggestions, and getting support. Be prepared. One of the main reasons that people shy away from networking is because they convince themselves that they don't know what to say or do. Preparation should consist of the following basics:

a) Have a unit business card printed up - name, address, contact details,

b) Have a pithy summary of your unit and your funding needs, and any other short, relevant info. Importantly, always have enough of these on you to hand out.

c) Prepare a spiel. Just a few sentences that best summarise your unit in a positive light. Don't use this as an opportunity to sell; all you need at this stage is connection and curiosity raising.

d) Know why you're networking. Do you want to get more recruits, more support, more funds, more ideas?

e) Follow up promising contacts. Don't wait for them to chase you; chase them instead. Do this within the 48 hours following the event. A cheery email, a quick phone call, or even a handwritten letter on your letterhead are ideal methods for follow up.


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Figure 32: Target the events that seem to you the best able

to meet your units interests. Schedule these events into your unit diary and prepare anyone else from your unit who will be attending. There is no point running yourself ragged trying to attend every networking opportunity available; do

your research to see what counts most.

12.6 Prepare Proposal

12.6.1 TelltheStoryRaising funds is never easy. While people and organisations want to help, within any community there are dozens of worthy organisations. The key is to convince the potential funder you are the charity that needs donations right now. First, create a pitch that makes sense for your audience. Then, talk to your personal network and members (i.e. trust members, councillor, mayor) of your community who might be willing to support your cause. You can also use the internet to ask for donations. 12.6.2 BeAccountableWhen asking for donations, funders want to know what their money is going towards. They want it to help people, not necessarily to go to paying a huge amount of administrative costs. Therefore, funders feel more comfortable if you can offer a breakdown of what your money is going to. You don't have to break it down into details like money spent on pencils and pens. Just broad

categories will do, such as "Services," "Administrative Costs," and "Building Costs," for instance. It also helps to explain how you will follow up later to say exactly how the money was used. 12.6.3 BeSpecificFunders generally don't respond to abstractions. A concrete goal can help you win over people to donate to your unit. For instance, if you need to buy new rain coats to enable cadets to train safety during the winter months, say that. Don’t just ask for funds for camping equipment. You might say; “We need your help to reach our goal of $5,000 to purchase rain coats for our 24 cadets to enable them to safely undertake training during the winter months." 12.6.4 AcknowledgementTell funders what they get in return for their support. That is, most companies and many people appreciate some sort of public acknowledgement of their funds. If you tell them upfront how you will show appreciation to donors, it can help encourage them to donate. You can also mention donations being tax deductible. Even though most people are aware of this fact, you should emphasise that your cause is one that qualifies them for a tax deduction. 12.6.5 TheCaseforArmyCadetsThere are a number of reasons for funders to support Army Cadets;

• Helping to make NZ a better place Cadet training enable our youth to make better life choices. Cadets gain a values based confidence, that many don’t obtain in the formal education systems. The question is – Would New Zealand be a better place if more of its youth has exposure to the type of development training cadets are exposed to?”

• Increased awareness of the company’s products and services

Approximately 50% of cadets go on to have careers in the armed forces, but all have their lives forever shaped by these early experiences. Each of the sponsorship options comes with built-in product placement, branding options. The branding of equipment for example remains in


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place for many years, thus recognisable for generations of cadets.

• Across the age spectrum marketing While cadets are typically 13 – 19 years in age, officers and guardians span the generations, so to the community the cadets interact with. This broad community segment is exposed to product placement, quality and branding

• Outstanding value for the dollar invested Cadet activities are regularly reported nationally and locally in the formal media channels (i.e. TV coverage of ANZAC day), the cadets themselves have extensive social media networks, and enjoy a unique coverage (exposure) within the Army News, and RSA Review.

• Build goodwill with the defence forces The NZ defence industry is significant, consuming the broadest possible array of goods and services. A supplier being able to demonstrate a corporate and social responsibility agenda aligned to cadet (defence) values.

• Possible tax incentives CCANZ is a Charitable Trust Board (Charitable Trust Act 1957), and a Registered Charity (Charities Act 2005)

12.7 Compliance 12.7.1 UseFundsforPurposeFunders may designate or "restrict" the use of their donations to a particular purpose or project. An example to purchase “To purchase 25 packs”. "Unrestricted" funds are donations that may use for any purpose. Unrestricted funds are often being used on operating expenses of the unit. or to a particular project that the SC picks. Only the donor can determine if a donation is restricted or not. The designation can be made by a letter from the donor or through an explicit agreement with the SC. Often grants from foundations are restricted to a particular program or purpose, and that restriction is set out in the application and/or the documentation that accompanies the award. The CCANZ Offlimits Trust grant for example was a restricted grant. SC must be transparent when asking for grants, donations, gifts. CCANZ must make sure we

don’t experience donor backlash when it appeared that funder were donating for a particular purpose only to find out that the unit has used their gift in an unrestricted way. There is not only a moral obligation for units to honour a donor’s wishes, but they are also required by law to do so. If a donor restricts a donation to a particular purpose and the nonprofit does not comply, the donor can demand a refund. The donor can take legal action if needed, and/or involve Charities Services. 12.7.2 AccountingKeep records. As the funder may require you to go through some auditing process, certainly CCANZ is required to report on revenue sources, keep thorough records. Keep records of who donated, how much they donated, and what the money went towards.

Figure 33: Keep very good records on all funding sources

and how the funds were spent

12.8 Expression of Thanks Thank each of your funders. Each person/organisation that donates should receive a message from you or your unit, thanking them for their contribution and outlining what the money will be used for. Consider inviting a representative from the funder to a training event, parade, unit dinner etc. For personal fundraisers, you should be working to thank people as soon as they make their donation, and again after the fundraiser is complete.


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