Annex D – Stressors
Definitions
Stress: Taber's Cyclopedic Medical Dictionary defines stress as "the result produced when a structure, system or organism is acted upon by forces that disrupt equilibrium or produce strain". In simpler terms, stress is the result of any emotional, physical, social, economic, or other factors that require a response or change. It is generally believed that some stress is okay (sometimes referred to as "challenge” or "positive stress") but when stress occurs in amounts that you cannot handle, both mental and physical changes may occur.Footnote 74 Stress can be external and related to the environment, but may also be created by internal perceptions that cause an individual to experience anxiety or other negative emotions surrounding a situation, such as pressure, discomfort, etc., which they then deem stressful.Footnote 75
Stressor: A stressor is defined as a physical, psychological, or social force that puts real or perceived demands on the body, emotions, mind, or spirit of an individual.Footnote 76
Areas of Assessment
- As per the VCDS mandate letter, the Royal Military College (RMC) Special Staff Assistance Visit (SSAV) Team was tasked to assess the climate, training environment, culture and program construct at RMC. In the specific area of Stressors, the SSAV Team had to answer the following questions:
- What are the significant stressors affecting the N/OCdts?
- How do the stressors affect the N/OCdts?
- Do the stressors affect any groups of N/OCdts to a greater or lesser degree?
- Are N/OCdts willing and able to identify and seek assistance to deal with the stressors?
- When assessing the stressors affecting N/OCdts at RMC, the only suitable way to glean a good understanding of the stressors felt by the N/OCdts was to study the actual comments and observations of the N/OCdts themselves. The interviews conducted by the SSAV Team were therefore key to understanding the stressors (real or perceived) affecting them. In addition, comments received from others who directly influence the culture and climate at RMC (Training Wing, Academic Wing, and miscellaneous (which includes civilians, military (other than Training Wing) and Athletics)) were also taken into account and they often supplemented or validated the overall stressors voiced by N/OCdts at RMC. This particular annex deals with overall “feel” and perception of the stressors experienced by N/OCdts, Staff and supporters of RMC. It lends itself to the culture of RMC but does not necessarily deal with the accuracy of their statements nor is it a determination of the root causes. If the perceptions are erroneous, this report will try to illuminate the facts whenever possible. Many of the recommendations to relieve or mitigate the negative stressors will be found throughout the report (mainly within the main body).
Analysis
- In the definition of stress (at the beginning of this annex), it was noted that stress can be positive or negative. The Senior Leadership Guide to Mental Health - September 2011Footnote 77, was produced as a mechanism to deal with mental health. It was produced to inform leaders (within the Canadian Army) on how to understand and deal with Mental Health issues, including their own. It also highlighted information on stress as it relates to performance. It goes on to say that there's a subtle relationship between pressure and performance. When your people experience the right amount of pressure, they do their best work. However, if there's too much or too little pressure, then performance can suffer. This relationship is explained by the Inverted-U Model (also known as the Yerkes-Dodson Law) which shows the relationship between pressure and performance and according to the model, there's a "perfect medium" of pressure where people perform at their best.Footnote 78 In the case of RMC, there is a concerted effort to include productive stress in the lives of the N/OCdts to ensure that they overcome adversity and strive to reach their potential. This is a balancing act, however, and when the stress is not monitored adequately or effectively understood, it can lead to negative stressors as detailed below.
- Observations: The RMC SSAV Team interviewed 412 people in total, representing 209 N/OCdts across all programs and academic years, 43 Training Wing Staff, 65 Academic Wing Personnel and 95 others (representing HQ, other military personnel external to RMC, and various support staff). The following list of stressors were identified by the N/OCdts themselves. They are in order of frequency of mention and are detailed with actual comments at Appendix 1. It should be noted that this actual number of mentions could be even higher as an interview with multiple persons will only be counted once for each interview.
- N/OCdt Stressors:
- Positive Stressors: Many N/OCdts have responded positively to stressors and identified the following as the most positive:
- First Year Orientation Period (FYOP), if well planned and executed, led to tremendous team and morale building;
- The leadership role models who used positive reinforcement coupled with solid leadership and mentoring practices;
- When the fitness programme is used as a stress reliever and the foundation of healthy living; and
- The Regular Officer Training Plan (ROTP)-RMC programme as a goal to strive for and succeed in particularly when a N/OCdt’s overall goal is getting a degree;
- Leadership Issues: The top stressor affecting many N/OCdts dealt with leadership. More than half of the N/OCdts interviewed commented on difficulties they encountered with their leadership in the Training Wing. They cited inexperience, ineffectiveness, inaccessibility, disrespect and generally poor attitudes. It should be noted that good role models within the Training Wing was the second most positive stressor so these comments obviously do not apply to all within the Training Wing;
- Leadership Level Progression
Model (LLPM): The Leadership Level Progression Model is one of the biggest stressors amongst the N/OCdts. While most understand the intent to push and motivate the N/OCdts toward their maximum potential, it has actually had the opposite effect. Many are confused or demoralised. If one falls behind in one pillar, it is very difficult to catch up and at some point, most simply give up and concentrate on the one pillar that they cannot fail; academics; - Professional Military Training: PMT is seen as a time-waster for the N/OCdts. To them, it does not have relevance or training merit, and is not well designed nor well implemented. It is often repetitive and with its current scheduling format it does not allow for much beyond PowerPoint briefings;
- Four Pillars/AFAN Qualification: There is a fundamental conflict between the four pillars (for time and focus). The AFAN Designation is not seen as holding any value beyond personal pride;
- Time Management/Lack of Coordination: Time related complaints ranged from a lack of time, or a lack of coordination which led to conflicting schedules and last minute stress. N/OCdts felt they have to sacrifice one important thing for another. There were concerns over an overloaded work schedule, unprotected study time and lack of effective time management skills;
- Dress Standards: The Dress Standards at RMC are a major bone of contention for the N/OCdts. The two main factors are “walking out dress” and the use of dress as a punishment. Enforcing these standards are causing some to stay within the confines of RMC in order to avoid being verbally harassed by people downtown;
- Cadet Wing Instructions (CADWINS): The N/OCdts consider that the rules in the CADWINS, while necessary, are too numerous and too prescriptive. Because of this, in some cases the Cadet Chain of Authority (CCoA) does not enforce them, or does not do so in a standardized way. The sanctions matrix, as one example, does not allow N/OCdts to use their judgement or exercise their leadership;
- Cadet Chain of Authority (CCoA): According to many N/OCdts, there is a lack of supervision of the CCoA by the Training Wing, which allows some to use their power/authority inappropriately and does not lend itself to a standardized application of rules and regulations;
- Lack of Autonomy / Authority / Trust in N/OCdts: Many N/OCdts feel like they are not given enough responsibility or trust. They would like more leadership opportunities so they can learn how to be an Officer, and make their mistakes in a training environment before they arrive at their first unit where the consequences are all too real;
- Bilingualism: According to the N/OCdts, RMC is not a practicing bilingual unit. Bilingualism does not seem to be a priority in the selection of Training Wing staff, nor in the execution and positive encouragement of using both Official Languages;
- Relaxation: N/OCdts have indicated that the walking out (off-duty) dress standards, coupled with infrastructure problems and poor time management have all contributed to a feeling of being isolated at RMC. The N/OCdts work and live at RMC, and they have expressed a desire for healthy separation of the two otherwise they are constantly “on duty” without respite;
- Punitive/Negative Culture: The N/OCdts spoke of a punitive culture at RMC. By their perception, the CADWINS seems to highlight the negative things as opposed to helping the N/OCdts strive for positive goals;
- Reluctance to Release: Many of the N/OCdts feel that mediocrity is acceptable because RMC does not seem able to remove those N/OCdts that have been identified as being poor candidates to lead effectively within the officer corps;
- Physical Performance Test (PPT): As evidenced by comments from the N/OCdts, the PPT is a real source of stress for many. They know that it is not a CAF standard and are questioning its validity and purpose. The push up portion of the test was the single most commented upon stressor when discussing the PPT;
- Infrastructure: RMC’s aging infrastructure is evident in the affect it has on N/OCdts. It requires better maintenance and attention. The lack of a suitable library or study hall is a huge dissatisfier for many;
- First Year Orientation Period (FYOP): Many N/OCdts understood the purpose and design of the FYOP, but took exception to how it was executed. Many did not like the fact that their peers were running it with little or no supervision from Training Wing. This seemed to lead to leadership practices where verbal abuse was evident;
- Alcohol/Drugs: Although there were not many comments related to drugs and alcohol, it appeared to the SSAV Team that alcohol was an area of concern to the N/OCdts themselves;
- Stigma on Mental Health: Most N/OCdts are well aware of the mental health and medical support options but some are still shying away from seeking help due to a perceived stigma attached to a mental health issue; and
- Miscellaneous others: Other stressors include the understaffed College Orderly room, inadequate messing facilities, the quality and quantity of food, quality control measures for recruiting of ROTP candidates, and concerns regarding how RMC is sometimes portrayed in the public eye.
- Positive Stressors: Many N/OCdts have responded positively to stressors and identified the following as the most positive:
- Training Wing view on N/OCdt Stressors: The RMC SSAV Team conducted 43 interviews with members of the Training Wing. Training Wing personnel interact with the N/OCdts to varying degrees of success and many would base their responses to the SSAV Team questions on the observations and conversations they have had with the N/OCdts themselves. Their views do support the list of real and perceived stressors voiced by the N/OCdts in their interviews as follows:
- Leadership Issues: The training wing made comments about the selection and employment of their own staff. They were very candid about the fact that there was not an effective selection process to be posted to RMC or that their respective Career Managers did not have a good understanding of the requirements to be posted there. Non-Commissioned Members (NCMs) have not been employed to their fullest capabilities and have been given the impression they were not to mentor the N/OCdts;
- 4 Pillars/AFAN Qualification: Many of the Training Wing staff questioned the validity and value of the 4 Pillars and AFAN qualification;
- Reluctance to Release: Many of the Training Wing staff are frustrated by the reluctance to release N/OCdts who are failing in multiple pillars. In their opinion, this devalues the College and its graduates. The extra time spent on this small percentage could be used to better advantage for the rest of the N/OCdts;
- CADWINS: According to some members of the Training Wing, there are too many rules in CADWINS and they are too prescriptive. It is not conducive for the CCoA to exercise its leadership;
- CCoA: Many in the Training Wing are at odds with the CCoA and do not feel that the leadership positions have enough experience to be able to enforce standards over their peers. This can lead to an uneven application of rules amongst the Squadrons;
- Time Management/Lack of Coordination: The lack of coordination between the Wings has led to many last minute changes which affect the N/OCdts’ morale;
- Wing Conflict (Academic vs Training): There are natural tensions between the Academic Wing and the Training Wing based on different emphasis within the ROTP-RMC programme. If these do not get resolved internally and that tension spills over to the N/OCdts, this becomes a negative stressor;
- Leadership Level Progression Model (LLPM): The LLPM is confusing to the Training Wing and is not achieving its aim in motivating the N/OCdts to achieve the Four Pillars;
- Dress Standard: Training Wing staff expressed concerns over having to enforce the walking out dress for the N/OCdts and the impact it has on their morale;
- Lack of Autonomy / Authority / Trust in N/OCdts: Some of the Training Wing staff stated that the N/OCdts were not treated like adults;
- Base Support Services: Access to base support services is sometimes limited and time-consuming; and
- Others: The stressors that received five or less remarks were: bilingualism, resiliency, generational differences, alcohol and other addictive behaviours, infrastructure, PPT, FYOP, lack of escape and/or relaxation, recruiting, and the negative media portrayal of RMC.
- Academic Wing view on N/OCdt Stressors: 65 academics staff were interviewed by the SSAV Team (42 interviews). It was noted overwhelmingly (by academic staff and N/OCdts alike) that the N/OCdts often used the members of the Academic Wing for mentoring and advice. As such, many of the professors felt that they had the N/OCdts’ ear and could confidently assess the main stressors affecting them.
- Time Management/Lack of Coordination: Lack of time for adequate learning is the number one stressor facing N/OCdts, according to the academic wing. Too many conflicting priorities and senseless use of time does not make for a conducive learning environment;
- Leadership Issues: Many in the Academic Wing cited problems with the selection and quality of candidates for Squadron Commander positions. They felt they should be selected carefully as the role models that they need to be;
- Wing Conflict (Academic vs Training): The negative tension between Training and Academic Wings is noticeable to all, including N/OCdts. This has caused some distrust and conflicts in achieving the overall goal of RMC;
- Infrastructure: Infrastructure and the Massey Library in particular are in significant need of attention and funding. The N/OCdts do not have a place to study together or do adequate research and often use the facilities of other academic institutions instead;
- PMT: Many academic staff questioned the validity and scheduling of military training while at RMC. They felt it was not relevant to what Officers ought to be learning;
- Resource Pressures and Administrative Challenges: Resource pressures and administrative approval processes have made it difficult for academic staff to organize academic programming and visits. Approval processes are cumbersome and have actually resulted in some events not being pursued;
- Reluctance to Release: Many academic staff also questioned the “no fail” mentality that seems to emanate when everyone is retained even if they are unable to achieve the required standard; and
- Miscellaneous: Academic staff made mention of a myriad of other topics that were raised in the other target groups. They included: lack of autonomy for N/OCdts, lack of opportunity for relaxation, PPT and fitness, CADWINS, Four Pillars and AFAN qualification, CCoA, FYOP, dress standard, bilingualism, pressures of social media, resiliency, Millennials (and Gen Z) and LLPM.
Overall Assessment:
- In answer to the four questions from the mandate letter posed specifically regarding stressors:
- What are the significant stressors affecting the N/OCdts? The significant stressors affecting the N/OCdts can be categorized as poor leadership execution, an unsuccessful Leadership Model, dress standards that are perceived as too restrictive and ineffective or lack of time management by the College and the N/OCdts;
- How do the stressors affect the N/OCdts? The stressors affect the N/OCdts in various ways. When programmes are executed well, the N/OCdts respond positively, increasing pride and motivation levels. When they are executed poorly, the converse is true and the N/OCdts can turn to addictive substances or behaviours; or worse they can develop poor ethical standards that are in direct contravention of what RMC is trying to produce, which risks developing cynical and self-interested young officers instead of altruistically motivated leaders;
- Do the stressors affect any groups of N/OCdts to a greater or lesser degree? The First and Second Year N/OCdts are affected by the “shock” and adjustment of RMC life while the Third and Fourth Year N/OCdts are affected by the cumulative effect of the various stressors (leading many to cynical or apathetic views); and
- Are N/OCdts willing and able to identify and seek assistance to deal with the stressors? Overwhelmingly the N/OCdts can identify the many resources available to them to deal with stressors. Unfortunately, there is still a stigma attached to those who seek or want to seek assistance, as many are concerned about being perceived as being weak or having a problem if they do so. If they have good self-confidence, they are more likely to reach out. If they have self-esteem, self-confidence or simple time management issues, then they are much less likely to do so.
Conclusion
- Although there may seem to be an exhaustive list of stressors identified for the N/OCdts, the list of recommendations in the main body of this report, if actioned, would greatly mitigate negative stressors affecting N/OCdts. The N/OCdts need to learn how to mitigate stress while carefully prioritizing their time in order to be ready for their first assignments as junior officers.
Appendix 1 to Annex D – Summary of Stressors
Stressor: First Year Orientation Programme (FYOP) |
Overall Assessment: Some N/OCdts found that a well planned and executed FYOP led to tremendous team and morale building.
|
Stressor: Positive Leadership |
Overall Assessment: There are some great examples of leadership with members of the Training Wing who used positive reinforcement coupled with solid leadership and mentoring practices when dealing with the N/OCdts. They all had “an open door policy” which was well received.
“Squadron Commander has open door policy; Training NCM was initially focused just on [discipline, dress and deportment] but is now mentoring us. |
Stressor: Fitness |
Overall Assessment: Fitness is an important stress reliever and the foundation of healthy living.
|
Stressor: AFAN |
Overall Assessment: These N/OCdts felt that the Four pillars and AFAN designation were important and worthy of attaining.
|
Stressor: Academics |
Overall Assessment: Academics can be a positive stressor as well.
|
Stressor: Leadership Issues |
Overall Assessment (specific comments are in italics): The top stressor affecting many N/OCdts was leadership. They commented 61 times out of 116 overall interviews (comprising 209 N/OCdts) on difficulties with their leadership in the Training Wing. As per example quotes below, they cited inexperience, ineffectiveness, inaccessibility, disrespect and generally poor attitudes. It should be noted that good role models within the Training Wing was the second most positive stressor so these comments do not apply to the whole cadre within Training Wing.
|
Stressor: Leadership Level Progression Model (LLPM) |
Overall Assessment (specific comments are in italics): The Leadership Level Progression Model (LLPM, or LL, or LLM in comments below) is one of the biggest stressors amongst the N/OCdts. While most understand the intent to push and motivate the N/OCdts toward their maximum potential, it has actually produced the opposite result. Many are confused or demoralised. For a N/OCdt who falls behind in one pillar, it is very difficult to catch up and at some point, most simply give up and concentrate on the one pillar that they must not fail, their academics.
|
Stressor: Professional Military Training(PMT) |
Overall Assessment (specific comments are in italics): PMT is seen by the N/OCdts as a ‘time-waster.’ To them, it does not have relevance or training merit, and is not well designed nor implemented. It is often repetitive and being scheduled as it is does not allow for anything beyond PowerPoint briefings.
|
Stressor: 4 Pillars/AFAN Qualification |
Overall Assessment (specific comments are in italics): There is a fundamental conflict between the four pillars (for time and focus). The perception is that the AFAN Designation doesn’t hold any value beyond personal pride.
|
Stressor: Time Management/Lack of Coordination |
Overall Assessment (specific comments are in italics): Time related complaints ranged from, lack of time, lack of coordination leading to conflicting schedules and last minute stress associated, having to sacrifice one important thing for another, overloaded work schedule, unprotected study time and lack of effective time management skills.
|
Stressor: Dress Standard |
Overall Assessment (specific comments are in italics): The Dress Standards at RMC are a major bone of contention for the N/OCdts. The two main factors are “walking out dress” and the use of dress as a punishment (4’s and G’s: uniform dress order Number 4, with gaiters). Enforcing these standards are causing some to stay locked in their rooms or to be harassed from people downtown.
|
Stressor: CADWINS |
Overall Assessment (specific comments are in italics): The CADWINS according to the N/OCdts are too numerous and prescriptive. There are so many, that the CCoA does not enforce them all, or do not do it in a unified or standardized way. The sanctions matrix, in contrast, does not allow them to use their judgement or exercise their leadership.
|
Stressor: Cadet Chain of Authority (CCoA) |
Overall Assessment (specific comments are in italics): According to many N/OCdts, there is a lack of supervision of the CCoA by Training Wing, which allows some to abuse their power/authority and does not let itself to a standardized application of the rules.
|
Stressor: Lack of Autonomy / Authority / Trust in N/OCdts |
Overall Assessment (specific comments are in italics): Many N/OCdts feel like they are not given enough responsibility or trust. They would like more leadership opportunities so they can learn how to be an Officer (and make mistakes) in a training environment before they arrive at their first unit where the consequences are all too real.
|
Stressor: Bilingualism |
Overall Assessment: According to the N/OCdts, RMC is not a practicing bilingual unit. Bilingualism does not seem to be a priority in the selection of Training Wing staff, nor the execution and positive encouragement of alternating both Official Languages. |
Stressor: No Escape/Relaxation |
Overall Assessment (specific comments are in italics): The walking out (off-duty) dress standards, coupled with infrastructure problems and poor time management have all contributed to a feeling of being trapped at RMC. The N/OCdts work and live at RMC, and have expressed a desire to be able to separate the two.
|
Stressor: Punitive/Negative Culture |
Overall Assessment (specific comments are in italics): The N/OCdts spoke of a punitive culture at RMC. By their perception, CADWINS seem to highlight the negative things as opposed to helping the N/OCdts strive for positive goals.
|
Stressor: Reluctance to Release |
Overall Assessment (specific comments are in italics): Many of the N/OCdts are feeling that mediocrity is acceptable because RMC does not seem able to remove N/OCdts who are unable to meet the standards of the ROTP-RMC programme.
|
Stressor: Physical Performance Test (PPT) |
Overall Assessment (specific comments are in italics): As evidenced by the N/OCdts’ comments, the PPT is a real source of stress for many. They know that it is not a CAF standard and are questioning its validity and purpose. |
Stressor: Infrastructure |
Overall Assessment: RMC’s infrastructure requires better maintenance and attention. The lack of a suitable library or study hall is also of concern to many.
|
Stressor: First Year Orientation Programme (FYOP) |
Overall Assessment: Many N/OCdts understood the purpose and design of the FYOP, but took exception to how it was run. Many did not like the fact that their peers were running it with little or no supervision from Training Wing. This seemed to lead to some power-tripping, bullying and injuries (mental and physical). |
Stressor: Alcohol/Drugs |
Overall Assessment: Although there were not a lot of comments related to drugs and alcohol, it appeared to the RMC SSAV Team that alcohol was an area of concern to the N/OCdts themselves.
|
Stressor: Stigma on Mental Health |
Overall Assessment: Most N/OCdts are well aware of the mental health and medical support options but are still shying away from seeking help due to the stigma attached. This is probably not unlike other CAF units, except that these members work and live together so the perception is probably enhanced. |
Stressor: Other |
Overall Assessment: Other stressors identified here include understaffed College Orderly room, inadequate messing facilities, quality and quantity of food (no evening snack), quality control measures for recruiting of ROTP-RMC candidates, and concerns regarding negative media portrayal of RMC. |
Stressor: Leadership Issues |
Overall Assessment: The Training Wing made comments about the selection and employment of their own staff. They were very candid in the fact that there was not a selection process to be posted to RMC or that their respective Career Managers did not have a good understanding of the requirements to be posted there. Non-Commissioned Members have not been employed to their fullest capabilities and were actually told not to mentor the N/OCdts.
“We need to empower our NCMs and ensure we have internal [Terms of Reference (TORs)] to provide guidance so they can mentor the N/OCdts. Need to [review] the rank level of the NCMs in the Squadrons – [they] should all be Warrant Officers (ILP qualified) to ensure proper level of experience and maturity to mentor Jr Officers.” |
Stressor: 4 Pillars/AFAN Qualification |
Overall Assessment: Many of the Training Wing staff questioned the validity and value of the Four Pillars and AFAN qualification.
|
Stressor: Reluctance to Release |
Overall Assessment: Many of the Training Wing staff were frustrated by the apparent reluctance to remove N/OCdts from the ROTP-RMC programme who are failing in multiple pillars. In their opinion, this devalues the college and its graduates. The extra time spent on this small percentage could be used to better advantage for coaching and mentoring the rest of the N/OCdts. |
Stressor: CADWINS |
Overall Assessment: According to these members of Training Wing, there are too many rules in the CADWINS and they are too prescriptive. It is not conducive for the CCoA to exercise its leadership. |
Stressor: Cadet Chain of Authority (CCoA) |
Overall Assessment: Many in the Training Wing are at odds with the CCoA and do not feel that the leadership positions have enough experience to supervise their peers. This can lead to an uneven application of rules amongst the Squadrons. |
Stressor: Time Management/Lack of Coordination |
Overall Assessment: The lack of coordination between the Wings has led to many last minute changes, affecting the N/OCdts’ morale. |
Stressor: Wing Conflict (Academic vs Training) |
Overall Assessment: The tensions with Academic Wing are of major concern to Training Wing. They have very different philosophies and without effective communication on both sides, the N/OCdts suffer. |
Stressor: LLPM |
Overall Assessment: The LLPM is confusing to the Training Wing and is not achieving its aim in motivating the N/OCdts to achieve the four pillars. |
Stressor: Dress Standard |
Overall Assessment: Training Wing staff expressed safety and morale concerns for the N/OCdts regarding walking out dress. |
Stressor: Lack of Autonomy / Authority / Trust in N/OCdts |
Overall Assessment: Some of the Training Wing staff stated that the N/OCdts were not treated like adults. |
Stressor: Base Support Services |
Overall Assessment: Access to Canadian Forces Base Kingston support services is sometimes limited and time-consuming. |
Stressor: Others |
Overall Assessment: The stressors that received five or less mentions were: bilingualism, resiliency, generation gaps, alcohol, infrastructure, PPT, FYOP, lack of escape and/or relaxation, infrastructure, recruiting, and the negative media portrayal of RMC. |
Stressor: Time Management/Lack of Coordination |
Overall Assessment: Lack of time for learning is the number one stressor facing N/OCdts, according to the academic wing.
|
Stressor: Leadership Issues |
Overall Assessment: Many in the Academic Wing cited problems within the selection and quality of candidates for Squadron Commander’s positions.
|
Stressor: Wing Conflict (Academic vs Training) |
Overall Assessment: The negative tension between Training and Academic Wing is noticeable to all, including N/OCdts. This has caused mutual distrust and misunderstanding of the overall goal of RMC.
|
Stressor: Infrastructure |
Overall Assessment: Infrastructure and the Massey Library in particular are in dire need of attention and funding. The N/OCdts do not have a place to study together or do adequate research and are often forced to use Queens’ facilities instead.
|
Stressor: Professional Military Training (PMT) |
Overall Assessment: Many academic staff questioned the validity and scheduling of military training while at RMC.
|
Stressor: Budgetary Restraints and Event Requests |
Overall Assessment: Budgetary restraints and bureaucratic red tape have made it difficult for academic staff to organize academic programming and visits. The Event requests approval is cumbersome and has actually made some give up.
|
Stressor: Reluctance to Release |
Overall Assessment: Some academic staff questioned an apparent “no fail” mentality that is implied when N/OCdts are not removed.
|
Stressor: Miscellaneous |
Overall Assessment: The academic staff made mention of a myriad of other topics that were found in the other target groups. They included: lack of autonomy for N/OCdts, lack of escape or relaxation, PPT and fitness, CADWINS, Four Pillars and AFAN qualification, CCoA, FYOP, dress standard, bilingualism, social media, resiliency, generation gaps and LLPM. |
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