Annex L – Summary of Recommendations

Key

1a

Review of RMC Academic Governance Framework. It is recommended that a comprehensive review be conducted of the QR(Canmilcols), Ministerial Directives for the Principal, and the BoG ToR in order to ensure – to the extent possible within the CAF’s legal and policy framework – that RMC’s academic programme is governed in a manner similar to other Canadian universities, while RMC continues to function as a CAF unit and in accordance with the law, orders and directives applicable to the members of such units

Annex F

para 38(a)

Key

1b

Review of CDA/MILPERSGEN Structure. It is recommended that – subsequent to the review of the RMC governance framework – a review of the CDA/MILPERSGEN role, structure, and chain of command be conducted, with both reviews taking into account (if appropriate) the possibility of a CMR SJ return to degree-granting status.

Annex F

para 38(b)

Key

1c

Comprehensive review of CADWINS. It is recommended that a review of CADWINS be initiated, involving participation by representatives of the Cadet Wing as well as the Training Wing, to identify any rules which could be replaced by desired outcomes, and that a similar outcome-based approach be adopted by the Training Wing in giving direction to the Cadet Wing.

Annex F

para 52(a)

Sp

1d

Bar Position Selection. It is recommended that RMC should ensure the selection process for bar positions continues to include N/OCdt recommendations – the Training Wing should carefully review them to ensure that each N/OCdt is the “best fit” for the bar position in question, including (where appropriate) assigning N/OCdts to hold bar positions in other Flights and Squadrons in order to reduce the requirement to exercise authority in relation to friends.

Annex F

para 51(a)

Key

2a

Director of Cadets. The SSAV Team acknowledges the intent to upgrade this position to the rank of Colonel/Captain (Navy).  It is recommended that the Director of Cadets position be designated a key position and be succession managed.

Annex G

para 3g(5)

Key

2b

Training Wing Sergeant Major. In line with the change in rank of the Director of Cadets position to Colonel/Captain (Navy), it is recommended that the Training Wing Sergeant Major position be changed to Chief Warrant Officer/Chief Petty Officer 1^st Class.  The position should be designated as a unit level appointment.

Annex G

para 3g(6)

Key

2c

Division/Squadron Commanders. It is recommended that detailed selection criteria be provided to Career Managers for future incumbents and a screening process be established to allow for RMC leadership to have input on the selection of officers in direct contact with N/OCdts.  Officers should have at least one full tour of duty as junior leaders in a tactical unit prior to being assigned as a Squadron Commander.  The Squadron Commander and Division Commander positions should be recognized as command positions and those selected should be functionally bilingual, or as a minimum, the leadership teams comprising the officer and Senior NCM should together provide a functionally bilingual combination.

Annex G

para 3g(7)

Key

2d

Division Senior NCMs. It is recommended that the four Division Senior NCM positions be upgraded to the rank of Master Warrant Officer/Chief Petty Officer 2^nd Class in order to align experience, training and maturity with the important mentorship roles for these positions. It is also recommended that detailed selection criteria be provided to Career Managers for future incumbents and a screening process be established to allow for RMC leadership to have input on the selection of NCMs in direct contact with N/OCdts.

Annex G

para 3g(8)

Key

2e

Squadron Training NCMs. It is recommended that all Squadron Sr NCM positions be upgraded to Warrant Officer/Petty Officer 1^st Class. It is also recommended that detailed selection criteria be provided to Career Managers for future incumbents and a screening process be established to allow for RMC leadership to have input on the selection of NCMs in direct contact with N/OCdts.

Annex G

para 3g(9)

Key

2f

Diversity Considerations. It is recommended that as part of the selection process for RMC military staff positions, the CAF should ensure a more proportional representation of Employment Equity groups, in particular women, to ensure N/OCdts have leaders and mentors that they can identify with.

Annex G

para 3h(3)

Key

2g

Recognition. It is recommended that personnel posted to the Training Wing at RMC receive appropriate recognition at Environmental (Navy, Army, and Air Force) and CAF Selection Boards for the role, responsibilities and complexities inherent in providing leadership, supervision, coaching and mentoring at RMC.

Annex G

para 3i(3)

Key

2h

Military Faculty. It is recommended that RMC determine the optimal tour length of its Military Faculty personnel in order to ensure a balance between academic credentials and recent military experience.

Annex G

para 4c

Key

2i

Formal Training. It is recommended that all Training Wing personnel undergo a training programme commensurate with the expectations of their unique role at RMC (e.g. coaching and mentoring, cultural intelligence, Harmful and Inappropriate Sexual Behaviour (HISB), The Road to Mental Readiness (R2MR), Mental Fitness and Suicide Awareness, etc.).

Annex G

para 5c

Sp

2j

Commandant’s Tenure. It is recommended that the Commandant be appointed for a minimum period of three years with potential for extending that to four or five years to optimize continuity and stability.

Annex G

para 3g(1)

Sp

2k

Deputy Commandant: It is recommended that a full-time Deputy Commandant position be established.  This position could take on the role of programme integrator, overseeing the synchronization and management of the execution of the Four Pillars.  Tour of duty should be as per CAF norm

Annex G

para 3g(2)

Sp

2l

College CWO. It is recommended that consideration be given to designating this position as a first level Senior Appointment

Annex G

para 3g(3)

Sp

2m

College Chaplains. It is recommended that the tour of duty for RMC chaplains be limited to no more than three years.

Annex G

para 3g(4)

Sp

2n

Specific Roles of Division/Squadron Commanders. TOAs need to clarify the role and relationship of Division and Squadron Commanders with reference to the development of the N/OCdts. In his blog, Anthony Moore posits that “Millennials [and Generation Z] crave mentorship, leadership, and personal growth from their employer.”^{Footnote 225} As such, based on the definitions of coaching and mentoring provided above, the SSAV Team recommends the following approach:

1. Coaching relates to developing the N/OCdts on followership, developing their body of knowledge, applying this body of knowledge to practical skills, time management, etc. (knowledge of what, why, and how - savoir et savoir faire); and
2. Mentoring relates to developing the N/OCdts judgement, overall attitude and approach to others, effective verbal and written communication skills, supervision of others, application of discipline, etc. (knowledge of how to act or behave – savoir être).

Annex G

para 3g(7)(a)

and

para 3g(7)(b)

Sp

2o

Officer/Non-commissioned Member Relationship Development. The SSAV Team suggests that First Year N/OCdts will mostly require coaching whereas N/OCdts holding leadership appointments within the Cadet Chain of Authority and those in Third and Fourth Years will require more mentoring. The assignment of those coaching and mentoring tasks should therefore take into consideration the level of experience and close relationship required to best provide the required effect (strong leadership, trust, loyalty, and open dialogue). For example, considering the significant amount of administrative workload on the Squadron Commanders, these tasks should be a shared responsibility between Officers and Non-Commissioned Members. Indeed, the N/OCdts need to learn by example from Training Wing staff about officer/Non Commissioned Member relationships, including the leadership team concept and the role of Sr NCMs in the development of junior officers for the CAF

Annex G

para 3g(7)(b)

Sp

2p

Specific Duties of Squadron Training Senior NCMs. It is recommended that RMC ensure that Squadron Sr NCMs contribute directly to the development of the N/OCdts and take an active role in preparing them for the realities of life in the CAF, including the concept of the officer and Sr NCM relationship where the junior officer possesses the authority to command while the latter provides advice, coaching and mentoring based on years of experience. Training Wing staff must therefore capitalize on the opportunity to nurture this relationship throughout the N/OCdts’ four-year stay at RMC

Annex G para 3g(9)(a)

Key

3a

Health Readiness. It is recommended that Canadian Forces Health Services Group review the periodic health assessment policy (4000-21) to determine the appropriate period of validity for the enrolment medical assessments of N/OCdts attending military colleges. The Surgeon General should study the feasibility of changing the policy for periodic health assessments for such N/OCdts, ensuring that the enrolment medical assessment is not the only one conducted during those first four years of service. It may be appropriate to mirror the process used for aircrew personnel, allowing a yearly medical questionnaire to be filled out by the N/OCdts and reviewed by a clinician, with a full medical assessment being conducted at the end of the N/OCdts’ second year

Annex H

para 14a(1)

Key

3b

Peer Assistance Group (PAG). It is recommended that the delivery of peer support through the PAG be re-evaluated by RMC with the aim of addressing concerns over confidentiality, early engagement of the existing chain of command, amount of training, and to align with the validated CAF Sentinel programme.

Annex H

para 20a(1)

Key

3c

Massey Library. It is recommended that the CAF re-examine the priority and capital investment phasing associated with the replacement of the Massey Library with a view to completing this project much sooner than the current 2035 timeframe. Potential options to integrate a Learning Commons / Student Services Centre should be considered.  In the interim, the Canadian Forces Real Property Operations Group should support RMC in finding solutions to the College’s immediate needs with respect to library services.

Annex H

para 21a(1)

Key

3d

Student Services Centre. It is recommended that in line with the re-capitalization re-assessment for the Massey Library, RMC together with staff from Assistant Deputy Minister (Infrastructure and Environment), assess whether a Student Services Centre is required at RMC and if so, what form it should take.

Annex H

para 22a(1)

Key

3e

Language Centre. It is recommended that the existing RMC Language Centre be resourced at levels that will allow for uninterrupted instruction for the N/OCdts at RMC.

Annex H

para 22a(2)

Key

3f

Human Resources. It is recommended that CDA/MILPERSGEN headquarters and RMC address military and civilian human resources gaps in the areas of the Personnel Support Programme (PSP) staff in the Athletic Department to include the Supplemental Physical Training staff, the establishment of military positions and manning for the Training Wing/RMC Operations and Plans cell, the capacity, establishment and manning of the College Orderly Room, and that a review of the capacity of the maintenance and cleaning staff be conducted.

Annex H

para 23b(1)

Key

3g

Financial Authority and Core Functions. It is recommended that CDA/MILPERSGEN headquarters and RMC review which elements of the RMC programme should be designated as Core Business Functions, in accordance with Treasury Board guidelines.  In addition it is recommended that CMP/Commander MILPERSCOM consider approaching ADM(Fin) to request an amendment to the Delegation of Authorities for Financial Administration for the DND and the CAF in order to increase the level of financial authority available to the Commandant and Principal.

Annex H

para 24b

Key

3h

Resiliency Centre. It is recommended that RMC engage with medical stakeholders at Health Services as soon as possible to perform a RMC needs assessment for resiliency training and mental health support as a programme before continuing with the Resiliency Centre initiative. It is recommended that RMC halt ongoing ‘Assist’ training and replace it with the ACE (Assist-Control-Escort) training that is recommended by the specialists for suicide prevention

Annex H

para 27a

Key

3i

Infrastructure. It is recommended that RMC, the Canadian Forces Real Property Operations Group and CFB Kingston evaluate the overall state of infrastructure at RMC, identify potential health and safety issues, address long standing repair issues and establish priorities for near term operations and maintenance of RMC infrastructure.

Annex H

para 29c(1)

Sp

3j

Mental Health Services. It is recommended that RMC find a more private location to further reduce barriers to obtaining mental health services. 33 CF H Svcs C should be resourced to provide these services on an ongoing basis.

Annex H

para 15a(1)

Sp

3k

Mental Health Stigma. RMC staff should counter mental health stigma by actively communicating the confidentiality of medical information in the CAF, and by continuing to encourage CAF members to access the services available to them when they have mental health concerns.

Annex H

para 15b(1)

Sp

3l

Health Services Access. It is recommended that 4 H Svcs Group and 33 CF H Svcs C Kingston complete an options analysis for improving N/OCdt access to medical services, and should consider in doing so the possibility of offering medical services outside regular working hours.

Annex H

para 16a(1)

Sp

3m

Dental Services. It is recommended that the Base Kingston Dental Clinic ensure that the 24/7 on-call service for emergencies is well advertised at RMC.

Annex H

para 17a(1)

Sp

3n

Access to Base Services. It is recommended that CFB Kingston and RMC review options for improving N/OCdt access to supply and ID card services at CFB Kingston.

Annex H

para 18a(1)

Sp

3o

Supplemental Physical Training. It is recommended that RMC ensure an acceptable staff to student ratio by hiring the additional coordinators.

Annex H

para 23b(2)

Sp

3p

Public Affairs. It is recommended that CDA/MILPERSGEN review the PA support framework at RMC with a view toward augmenting the CAF public affairs officer with a civilian communications advisor (e.g. IS-03) and CAF Imagery Technician (e.g. Corporal) in order to ensure sufficient and ongoing focus on telling the many positive stories of the RMC experience, in the digital and visual narrative space in particular.

Annex H

para 23b(3)

Sp

3q

N/OCdt Pay Rates. It is recommended that a review of N/OCdt pay rates be conducted to determine if they have kept pace with the pay rates of other CAF members.

Annex H

 para 25c(1)

Sp

3r

Ration Costs. It is recommended that an affordability study of ration deductions based on N/OCdt pay rates be conducted by DGCB, as referred to in MILPERSCOMGEN 001/13, Interim Direction for Delinking of Rations and Quarters

Annex H

para 25c(2)

Sp

3s

Holding Platoon Support.  It is recommended that RMC evaluate the procedures supporting the holding platoon members, as stated in the Commandant’s Priorities for 2016, to improve success, career management and administration of the members.

Annex H

para 26b

Sp

3t

Dining Hall Noise. It is recommended that strategies be studied to improve the noise level of the dining hall. If improved, the dining hall could be more conducive to be used as a student commons for study and homework, as a mitigation strategy for the Library issues.

Annex H

para 29c(2)

Sp

3u

Basic Food Cost. It is recommended that there be consideration of an increase in the Basic Food Cost at RMC.  The SSAV Team understands that similar proposals have been approved for other CAF kitchens.  This proposal is currently being developed by RMC Food Services staff.

Annex H

para 29c(3)

Sp

3v

Notice of unavailability of facilities. It is recommended that Base Kingston personnel be given as much advance notice as possible when facilities like the gym will be unavailable.

Annex H

para 29c(4)

Sp

3w

Athletics Facilities and Equipment. It is recommended that a replacement for the Constantine Arena be identified as a priority on the RMC Master Real Property Development Plan. Further, RMC and CFB Kingston should explore a proportional distribution of public and non-public funds for the purchase of equipment to be used by both CFB Kingston and RMC.

Annex H

para 29c(5)

Sp

3x

Passage of Information - Physical Fitness. It is recommended that RMC liaise with the CFB Kingston CDU at the beginning of each year in order to confirm arrangements for the CDU to communicate Medical Employment Limitations (MELs) to the Athletic Department.

Annex H

para 29c(6)

Sp

3y

Staff Well-being. It is recommended to continue with regular HWWG meetings. It is also recommended that RMC evaluate the possibility of offering a seminar on compassion fatigue and self-care to staff as soon as possible. The chaplains, health promotion staff and medical clinic staff can assist in its development.

Annex H

 para 30d

Key

4a

Early Selection Process. It is recommended that the selection process put in place by CDA/MILPERSGEN headquarters, RMC, CMR SJ and the Canadian Forces Recruiting Group in 2016, including the early offers, should be retained, accelerated if possible, and an annual review of the quality of N/OCdts recruiting process be conducted to identify potential areas for improvement.

Annex I

para 3d(1)

Key

4b

End-to-End Review (E2ER) of ROTP-RMC programme.   It is recommended that CMP direct that as part of the End-To-End Review (E2ER), of the CAF PDS, an assessment of the ROTP-RMC Four Pillar programme be conducted in terms of its relationship to the CAF OGS and QS for officer Development Period 1 (DP1) and to identify solutions that will formalize its role within the CAF PDS. Once this is completed, the QR (Canmilcols) should be amended to reflect the results of that review in terms of the course of study prescribed by the MND.

Annex I

para 5d(1)

Key

4c

Military Leadership Pillar and Standards. It is recommended that a review of the authorities and process to set the standards in the Military Pillar of the ROTP-RMC Four Pillar programme be conducted. If possible, this should be done as part of the overall ROTP-RMC Programme review and formalization within the End-to-End Review (E2ER) that has been recommended as part of this report.

Annex I

para 6j(2)

Key

4d

Fitness Pillar and Standards. It is recommended that the RMCC Fitness Pillar programme be reviewed with the aim of formalizing the authorities for setting the fitness standards at RMC and the methodology for enforcing those standards. Further, it is recommended that a Project Management Team, led by DFit with RMCC Athletic Department participation, validate the requirement and construct of the PPT conducted at RMC.  This should be done as part of the overall ROTP-RMC programme review and formalization within the End-to-End Review (E2ER) that has been recommended as part of this report.

Annex I

para 6j(3)

Key

4e

Unity of Purpose. It is recommended that, as a priority, the Commandant and Principal work deliberately to build a stronger working environment amongst the elements of RMC, in particular the Academic and Training Wings. The intent of the One College Team approach, based in the 2016 Commandant’s Priorities, needs to be internalized by all staff at RMC and an environment of mutual respect, support and cooperation established to ensure that all members of RMC are focused on achieving the unit mission.

Annex I

para 8d(1)

Key

4f

Synchronization and management of the Four Pillar programme. It is recommended that RMC create the capacity to synchronize and manage the execution of the Four Pillar programme on a continuous basis.  The Commandant and Principal of RMC should consider assigning this role to an existing position, or consider formally establishing the Deputy Commandant position at RMC and assigning this role

Annex I

para 8d(2)

Key

4g

Alternative ROTP-RMC Programme Delivery Model. It is recommended that consideration should be given to re-aligning the components of the Four Pillar programme in order to re-focus on the fundamentals of achieving academic and leadership development outcomes.  Leadership development could be consolidated under the Director of Cadets and would comprise integrated military training and education, physical fitness and bilingualism.

Annex I

para 8d(3)

Key

4h

Rationale for the ROTP-RMC Standards. It is recommended that CMP/Commander MILPERSCOM, as part of the End-to-End Review (E2ER) process, identify the rationale for the higher standards expected of N/OCdts in the ROTP-RMC programme. When established, this rationale should be clearly captured in policy.

Annex I

para 9g(1)

Key

4i

Validation of ROTP-RMC standards. It is recommended that CDA/MILPERSGEN conduct regular validation of the ROTP-RMC standards with graduates and their superiors.

Annex I

para 9g(2)

Key

4j

Enforcement of ROTP-RMC Standards. It is recommended that should a legal or policy basis for the required standards in the military, fitness and bilingual components of the ROTP-RMC programme (Four Pillars) be established (see recommendation above), CDA/MILPERSGEN and RMC should ensure that there is a clear and enforceable basis for removal of N/OCdts from the ROTP-RMC programme.

Annex I

para 9g(3)

Key

4k

Transition out of ROTP-RMC programme. It is recommended that CDA/MILPERSGEN and RMC work with CMP/Commander MILPERSCOM on establishing respectful transition options for N/OCdts who do not meet ROTP-RMC programme requirements with the aim to ensure that individuals who are not able to meet the required standards at RMC, are given clear options, treated with dignity and given the support they require to transition in a timely manner from the ROTP-RMC programme. The Commandant RMC should liaise directly with key CMP/Commander MILPERSCOM staff to ensure transition options are provided to N/OCdts in a timely manner.

Annex I

para 9g(4)

Key

4l

Leadership Level Progression Model. It is recommended that the Leadership Level Progression Model be critically re-examined as a priority and a decision made to either modify the approach, such that it removes the potential for stigmatization and negative associations towards the development and progression of some N/OCdts; or, withdraw it completely from the college programme and return to an academic-year based progression, as was the case prior to 2014.   This review should be convened under the authority of Commander, Military Personnel Command.

Annex I

para 10d(1)

Key

4m

Programming of N/OCdt Time. It is recommended that RMC create the capacity to do day to day integration, de-confliction and coordination of the delivery of the component activities within the Four Pillar programme. As part of this, the Commandant and Principal RMC should consider implementing the following:

• Adopting a single, common, college-wide calendar or timetable;
• Reinforcing and internalizing the “One College Team” philosophy across all elements of RMC, including during staff and N/OCdt orientations;
• Incorporating opportunities for decompression within the N/OCdts’ schedules that allow for personal down time and low stress activities that foster group cohesion and build informal support networks within the N/OCdt body;
• Ensuring that the scheduled evening study time for N/OCdts is protected from interruptions or disruptions; and
• Adding instruction on time management and good study tools and habits.

Annex I

para 10d(2)

Key

4n

Content of Professional Military Training. It is recommended that a Commander, Military Personnel Command, convene a working group comprising key stakeholders from CDA/MILPERSGEN, RMC, CMR SJ, Canadian Joint Operations Command and training representatives from the three Environmental Commands (Navy, Army and Air Forces) to review and streamline the existing Professional Military Training syllabus, map it to Basic Military Officer Qualification, First Year Orientation Programme and Development Period 1 objectives. The aim would be to create a progressive, relevant and value-added Professional Military Training Plan that would include input from the Environmental Commands and CDA/MILPERSGEN on a set of common qualifications, practical skills or knowledge that would be considered value-added for junior officers arriving at their first units.  Consideration could be given to the following:

• Delegated Officer qualification;
• Assisting Officer Course qualification;
• Winter Warfare qualification;
• Personal weapon qualification (pistol, C7 rifle);
• Range Safety Officer qualification; and
• Case studies in the military estimate process and practical field/base/maritime exercises oriented towards providing N/OCdts opportunities to develop tactical plans and orders.

Annex I

para 10d(3)

Key

4o

Delivery of Professional Military Training. )   It is recommended that delivery of the revised Professional Military Training syllabus be reviewed by the Commandant and Principal of RMC with the aim to determining the best way to schedule it within the restraints of the RMC programme. Consideration should be given to combining instruction periods into larger blocks, potentially on a monthly/semester basis in order to concentrate effort and optimize the learning opportunities for N/OCdts.  Creating hands-on training through a multi-day field exercise environment, at least once a year, should also be considered.

Annex I

para 10d(4)

Key

4p

Integration of Leadership Development. It is recommended that Commander, CDA/MILPERSGEN convene a working group charged with restructuring the delivery of leadership development at RMC with the aim to integrate components of the Core Curriculum and Military Psychology and Leadership studies with the revised Professional Military Training Plan.  This integrated leadership development approach should focus towards a progressive and systematic inculcation of N/OCdts into the CAF profession of arms. It should be aligned with the practicum of leadership that is part of the Cadet Chain of Authority.  It should build in active mentoring and coaching by Division and Squadron Commanders and Senior Non-Commissioned Members

Annex I

para 10d(5)

Key

4q

Leadership Development Progression Plans. Is it recommended that in line with the outcome of the above recommendation, Commandant RMC consider creating leadership development progression plans that are customized to each individual N/OCdt.  The plans would detail development objectives to meet or exceed the standards for the Four Pillars. The development plans would be agreed between each N/OCdt and their respective Squadron Commander, and Division and Squadron Commanders and Senior NCMs would actively coach and mentor N/OCdts towards the attainment of their goals.

Annex I

para 10d(6)

Key

4r

First Year Orientation Programme (FYOP). It is recommended that RMC continue to improve the execution of the First Year Orientation Programme using the 2016 Training Plan as a start point, while implementing the following additional measures:

• Third and Fourth Year N/OCdts should continue to conduct the programme as this provides good leadership opportunities. They must continue to be given the one-week preparation period;
• The programme must be supervised, including after normal working hours, by RMC military and Athletic Department staff;
• The content of the FYOP should be rationalized against the content of Part 1 of the Basic Military Officer Qualification course, with a view to eliminating unnecessary duplication and focusing the RMC programme on RMC-specific knowledge, skills and traditions as well as team-building; and
• The length of the FYOP should be reduced, commensurate with the preceding steps, in order to minimize the impact on academic classes.

Annex I

para 10d(7)

Sp

4s

Attraction of New Generations. It is recommended that the Commander Canadian Forces Recruiting Group be given more direct control over the public marketing campaigns for CAF recruiting and in particular the ROTP-RMC programme

Annex I

para 3d(2)

Sp

4t

ROTP-RMC Brochure. It is recommended that RMC provides Canadian Forces Recruiting Group with updated material affecting the ROTP-RMC campaign not later than mid-July annually for the following year.

Annex I

para 3d(3)

Sp

4u

Validation of the Canadian Forces Aptitude Test (CFAT). It is recommended that the Canadian Forces Aptitude Test be re-validated as soon as practicable and every five years thereafter to ensure its ongoing relevance to CAF requirements.

Annex I

para 3d(4)

Sp

4v

Information on CAF Fitness Expectations. It is recommended that the Canadian Forces Recruiting Group, in consultation with the Director General Morale and Welfare Services and the RMC Athletics Department consider providing those offered admission with access to the DFit site for the purpose of providing additional tools to assist them in adapting to the fitness standards of the CAF.

Annex I

para 3d(5)

Sp

4w

Assignment of Anglophone N/OCdts to CMR SJ. It is recommended that the Canadian Forces Recruiting Group give consideration, in line with the overall objectives of the CMR SJ programme, to sending N/OCdts with no or very little French language skills to CMR SJ to complete their first year immersed in a francophone speaking environment.

Annex I

para 3d(6)

Sp

4x

Assignment of Military Occupations. It is recommended that CDA/MILPERSGEN consider giving the Commandant of RMC direct liaison with appropriate staff in Chief of Military Personnel/Commander Military Personnel Command in order to effect the occupational re-assignment of N/OCdts in order to reduce the wait period for Compulsory or Voluntary Occupational Transfers.

Annex I

para 3d(7)

Sp

4y

Improved CAF Senior Leadership Awareness. It is recommended that CMP approach Armed Forces Council (AFC) to support an effort to build senior leadership awareness and engagement with the ROTP-RMC Four Pillar programme with a view to ensuring it is addressing the needs of the CAF.

Annex I

para 5d(2)

Sp

4z

RMC Annual Orientation. It is recommended that Commandant and Principal of RMC establish an annual orientation session; which includes all members of the staff, faculty, and N/OCdts; that aims to reinforce the RMC mission, purpose, programme objectives and priorities.

Annex I

para 5d(3)

Sp

4aa

Change to 1.5 Mile Run. As per the recommendation of the Athletics Department, a transition period should be implemented which would see the 1.5 mile run used during the main testing period and the 20 Metre Shuttle Run (MSR) for all re-tests for a period of one year.

Annex I

para 6j(4)

Sp

4bb

Buy-in to the Objectives of the Four Pillars. It is recommended that RMC improve the way it communicates the rationale for the validated standards and requirements of the Four Pillar programme to the N/OCdts. Particular effort should be made to ensure the “why” is explained and the enduring value of striving for excellence over the course of a professional career as an officer in the CAF.

Annex I

 para 8d(4)

Sp

4cc

Ontario Universities Athletics Association. It is recommended that RMC ensure that the requirements of the OUAA are being fully met by the Varsity team programme at RMC.

Annex I

para 10d(8)

Sp

4dd

Supplemental PT. It is recommended that RMC ensure an acceptable staff to student ratio by hiring the required additional coordinators.   Those PSP staff could also provide added capacity to address other requirements; namely expanding SPT to include all N/OCdt years that require it, capacity to supervise the conduct of PT during FYOP, instruction on Sports Nutrition and Health N/OCdts, and mentoring/supervision of N/OCdt leading sports and PT sessions.

Annex I

para 10d(9)

Sp

4ee

BMOQ Fitness Testing Results. It is recommended that CDA/MIPERSGEN HQ direct Canadian Forces Leadership and Recruit School (CFLRS) to release the BMOQ MPFS (FORCE Test) results of N/OCdts prior to the start of FYOP each year.

Annex I

para 10d(10)

Sp

4ff

Bilingualism Environment. It is recommended that the RMC Language Centre be given a more active role in developing a plan to improve how Language Weeks are carried out, with consideration to maximizing the opportunities that are afforded to N/OCdts to use their second language in the work environment at RMC.

Annex I

para 10d(11)

Sp

4gg

Summer Second Language Training and Immersion. It is recommended that CDA/MILPERSGEN and RMC review where summer language training is conducted with a view to maximizing the second language immersion opportunities for Anglophone and Francophone N/OCdts at CMR SJ and RMC Kingston respectively.

Annex I

para 10d(12)

Sp

4hh

On-job Employment and Internship for N/OCdts. It is recommended that N/OCdts who have not achieved their bilingualism standards be encouraged to conduct their summer On-Job Employment (OJE) at units or organizations that will permit them to be fully immersed in their second language.

Annex I

para 10d(13)