Panet House & Gatehouse #1 are now neigbours!

By: WJO

A spin-off from the major change of the Dome covering the Memorial Arch was the question of what to do with Gatehouse #1, a fixture to the College landscape since 1875.

Staff, cadets and visitors returning to the College following the four day Easter Weekend break will be surprised to find that the Gatehouse has been moved and now sits alongside Panet House.

Gatehouse #1 will be fully renovated and refurbished. We have learned that the College Chief Warrant Officer will be the new tenant. Many Ex Cadets will recall that ‘back in the day’ the CCWO and his family resided in Gatehouse #1 positioned near the Memorial Arch.

Currently the only military presence on the peninsula during evenings and weekends is the commandant.

The major renovations are expected to start soon and be ready by the end of the summer.

Panet House is also due for a major facelift. Word has it that both the Club and Foundation staffs will be relocated soon to the Old Hospital – adjacent to Mackenzie Building. Most of the Gift Shop inventory will be moved over to the Canex located in Yeo Hall.

Following the overhaul, Panet House will be turned into a Guest House – for visitors to the College. The plan is to have three fully furnished suites (Navy, Army & Air Force).

There is no confirmed date for official openings and ribbon cutting ceremonies.

How the Government can put “Canada First” when re-equipping the CF with the best kit

By: 19803 CHRISTYN CIANFARANI

Canada has a unique once-in-a-century opportunity to create jobs and growth while enhancing its sovereign military capability. The Canada First Defence Strategy (CFDS) sets out a comprehensive plan to re-equip the Canadian Forces over the next generation, with a forecast expenditure of $240-billion from 2008 to 2027. While the amount of the expenditure has been put up for debate recently, what Canada is poised to spend is nevertheless rather exceptional.

As the Canadian Government prepared to embark upon these significant defence procurements in the period ahead, it commissioned advice from Special Advisor Tom Jenkins and an Expert Panel in which I was asked to participate. The government wanted to know how to best leverage procurement for Canada’s economic benefit without compromising the needs of the Canadian Forces in the process. Essentially this is about how Canadians can be more powerful customers at the time of purchase.

This request was timely, not only because of the pending procurements, but also because of the potential impact on Canadian industry of anticipated declines (forecast at 30%) in defence spending in the U.S. and other allied markets. In a nation where defence is an export market, the changes will and are already impacting Canadian firms.

With few exceptions such as the recent decision to build ships in Canada (National Shipbuilding Procurement Strategy – NSPS), the Canadian defence market has historically been open to foreign suppliers in the interests of achieving “value for money” (i.e. lowest cost). This is not the approach taken by many of Canada’s allies who have interpreted value for money more broadly to encompass a sustainable domestic defence industrial base that contributes to both security and economic growth.

Despite many media interpretations of our report since its release to the government on February 12, 2013, the Panel is not advocating a buy Canadian at all cost approach, nor is it suggesting that the needs of the CF should be placed second after the economy. Our recommendations, rather, advised the government that its purchasing power (particularly in a downturn economy) lends itself to having a very strong up-front negotiation position at the start of a procurement. These conditions are ideal for making the best possible purchase of equipment and services while also taking into consideration achieving high-value, intellectual property-driven, Canadian content. The concept of Key Industrial Capabilities (KICs) provides the basis for that focus.

We recommended to the government six sets of KICs where Canada is, or has the potential to be, world-class: Arctic and Maritime Surveillance; Clothing the Soldier; Command and Support; Cyber-Security; Training Systems; and In-Service-Support. Some of these KICs were even suggested to us by our U.S. allies as areas of Canadian excellence.

However, the Panel also recognized that without a whole-of-government strategic approach to procurement that KICs could quickly become inert. To this end, we made many additional recommendations around how to adopt a KICs-centric approach to defence procurement policies, as well as to complementary supply-side support programs. We also suggested significant changes we felt needed to be made to procurement policies, programs and practices to make Canada a much stronger customer.

Important areas for change include forcing prime contractors (oftentimes a foreign original equipment manufacturer – OEM – of the platform we are procuring) to declare up-front in the negotiations “what’s in it for Canada”. This can include transfer of intellectual property so that Canadians can perform the high-tech aspects of in-service support, it can mean Industrial and Regional Benefits (IRBs) that are of a much higher quality (i.e., higher salaries and skillsets), or it even mean that more components of the platforms are manufactured or sourced within Canada. This type of competition prior to purchase will drive up Canadian content and make it a contractual obligation which is not always the case now. Simply put, negotiating hard before buying just makes good business sense.

It is, of course, for government to decide how to implement and manage a KICs-centric defence procurement strategy. In this regard, the Panel had two main observations: first, in order to ensure a cohesive, “whole of government” approach, accountability needs to be clear; and second, in order to ensure evidence-based policy development that measures outcomes, Canada needs an improved defence analytical capacity, ideally through an independent, third-party institute (or network) facilitated by the federal government and industry.

Canada is very fortunate to have this unique opportunity. It is the time to make strategic purchases that not only re-equip our Canadian Forces with top-quality kit that meets its needs, but at the same time create wealth and jobs for the nation.

The actual Panel document can be found Here

19803 Christyn Cianfarani (Class of ’95) is the Director of Research and Development, Government Programs and Intellectual Property at CAE Inc.

Get Over It! We Are Not All Created Equal

The Marine Corps Times recently published a handful of articles in regard to opening Infantry Officer Course (IOC) to females and the possibility of integrating women into the infantry community. In mid-April the Commandant directed the “integration” of the first wave of female officers into IOC this summer following completion of The Basic School (TBS). This action may or may not pave the way for female Marines to serve in the infantry as the results remain to be seen. However, before the Marine Corps moves forward with this concept, should we not ask the hard questions and gain opinions of combat-experienced Marines (male and female alike) as to the purpose, the impact, and the gains from such a move? As a combat-experienced Marine officer, and a female, I am here to tell you that we are not all created equal, and attempting to place females in the infantry will not improve the Marine Corps as the Nation’s force-in-readiness or improve our national security.

As a company grade 1302 combat engineer officer with 5 years of active service and two combat deployments, one to Iraq and the other to Afghanistan, I was able to participate in and lead numerous combat operations. In Iraq as the II MEF Director, Lioness Program, I served as a subject matter expert for II MEF, assisting regimental and battalion commanders on ways to integrate female Marines into combat operations. I primarily focused on expanding the mission of the Lioness Program from searching females to engaging local nationals and information gathering, broadening the ways females were being used in a wide variety of combat operations from census patrols to raids. In Afghanistan I deployed as a 1302 and led a combat engineer platoon in direct support of Regimental Combat Team 8, specifically operating out of the Upper Sangin Valley. My platoon operated for months at a time, constructing patrol bases (PBs) in support of 3d Battalion, 5th Marines; 1st Battalion, 5th Marines; 2d Reconnaissance Battalion; and 3d Battalion, 4th Marines. This combat experience, in particular, compelled me to raise concern over the direction and overall reasoning behind opening the 03XX field.

Who is driving this agenda? I am not personally hearing female Marines, enlisted or officer, pounding on the doors of Congress claiming that their inability to serve in the infantry violates their right to equality. Shockingly, this isn’t even a congressional agenda. This issue is being pushed by several groups, one of which is a small committee of civilians appointed by the Secretary of Defense called the Defense Advisory Committee on Women in the Service (DACOWITS). Their mission is to advise the Department of Defense (DoD) on recommendations, as well as matters of policy, pertaining to the well-being of women in the Armed Services from recruiting to employment. Members are selected based on their prior military experience or experience with women’s workforce issues. I certainly applaud and appreciate DACOWITS’ mission; however, as it pertains to the issue of women in the infantry, it’s very surprising to see that none of the committee members are on active duty or have any recent combat or relevant operational experience relating to the issue they are attempting to change. I say this because, at the end of the day, it’s the active duty servicemember who will ultimately deal with the results of their initiatives, not those on the outside looking in. As of now, the Marine Corps hasn’t been directed to integrate, but perhaps the Corps is anticipating the inevitable—DoD pressuring the Corps to comply with DACOWITS’ agenda as the Army has already “rogered up” to full integration. Regardless of what the Army decides to do, it’s critical to emphasize that we are not the Army; our operational speed and tempo, along with our overall mission as the Nation’s amphibious force-in-readiness, are fundamentally different than that of our sister Service. By no means is this distinction intended as disrespectful to our incredible Army. My main point is simply to state that the Marine Corps and the Army are different; even if the Army ultimately does fully integrate all military occupational fields, that doesn’t mean the Corps should follow suit.

I understand that there are female service-members who have proven themselves to be physically, mentally, and morally capable of leading and executing combat-type operations; as a result, some of these Marines may feel qualified for the chance of taking on the role of 0302. In the end, my main concern is not whether women are capable of conducting combat operations, as we have already proven that we can hold our own in some very difficult combat situations; instead, my main concern is a question of longevity. Can women endure the physical and physiological rigors of sustained combat operations, and are we willing to accept the attrition and medical issues that go along with integration?

As a young lieutenant, I fit the mold of a female who would have had a shot at completing IOC, and I am sure there was a time in my life where I would have volunteered to be an infantryman. I was a star ice hockey player at Bowdoin College, a small elite college in Maine, with a major in government and law. At 5 feet 3 inches I was squatting 200 pounds and benching 145 pounds when I graduated in 2007. I completed Officer Candidates School (OCS) ranked 4 of 52 candidates, graduated 48 of 261 from TBS, and finished second at MOS school. I also repeatedly scored far above average in all female-based physical fitness tests (for example, earning a 292 out of 300 on the Marine physical fitness test). Five years later, I am physically not the woman I once was and my views have greatly changed on the possibility of women having successful long careers while serving in the infantry. I can say from firsthand experience in Iraq and Afghanistan, and not just emotion, that we haven’t even begun to analyze and comprehend the gender-specific medical issues and overall physical toll continuous combat operations will have on females.

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A decade ago I was fortunate enough to try rowing a single scull shortly after Recruit Term.   I dabbled in rowing before joining the military but I was always in a crew boat with other oarsmen.   The mix of power, grace, and tranquility on the water drew me back to the sport and the timing couldn’t have been better.  Rowing in a single scull helped me form an identity.   It made me realize that whatever we wish to do with ease we must first learn how to do with diligence.   Rowing also gave me an outlet that was tremendously rewarding.    A timely opportunity to row on the Cataraqui River was the beginning of a career that eventually lead me to both Canadian and World University titles for RMC and a spot on the Senior National Team.

My sole purpose for coaching the RMC Rowing program is to provide opportunities for Cadets to experience the power of sport.   Anyone who has committed to an athletic goal and experienced the “up’s” and “down’s” along the way would know what I’m talking about.   Last year, with a team of 18 Cadets, RMC Rowing pulled off a 10^th place finish at the Canadian University Rowing Championship.  The men in the 8+ were elated – as was I – because at that late point in the season our team experienced an epiphany.  They believed that they could be better and wanted to get back to training!   I no longer had to persuade them to train – they got it!

Rowing is a sport that isn’t won by chance.  There is no “luck” involved in finishing at the front of the pack.   No lucky bounces, no star players that carry the team, and no way to cut corners in training.   Ideally rowers should be tall and lean with a high strength capacity and VO2 max.  But, shortcomings in one’s physique can be overcome by the finer parts of rowing, such as power application, technique, “boat feel”, blade work, psychology, etcetera.   For these reasons, I believe that RMC Cadets can be competitive with the top rowing schools in the OUA if they are willing to commit to the program.  I would be remiss to not mention the partnerships that are being created and are vitally important to the future of the rowing program.  In particular, HMCS Cataraqui in allowing our club to use their facilities and the RMC Athletic Dept. for being in-step with my visions for the program.

In closing, I feel that the promotion of rowing to competitive status will enhance the overall experience for each rower by providing higher quality training time. A good training program and effective coaching will help an athlete improve quicker, but ultimately the amount of time one can commit to training will have the largest impact on performance.  Cadets should now be able to focus soley on rowing during the competitive season, rather than juggling Intramural Sports and several other PE related activities.   Becoming a competitive club will also increase the number of competitions available to Cadets, and will aid in maintaining our equipment.   When the quality of the competitive rowing experience is raised, so is the level of enjoyment!

22323 Ryan Slate  – Royal Military College of Canada Rowing Club Coach

Issue 9 / 2005 e-Veritas article on Ryan Slate from Kingston Whig Standard

OPINION: Mixed messages. Mixed non-proliferation results

By: 6560 Andrew Nelletyn

The Economist Rocket Salad article entitled “India and Pakistan show off their nuclear-capable missiles” comments on recent missile launches by India and Pakistan. The tone of the article suggests that these launches, particularly that of India, may have an advantageous regional impact. That may not necessarily be so. Condoning or remaining silent on these launches may indeed encourage near-proliferators or those who wish to posses a nuclear weapons capability to dismiss calls to cease their nuclear weapons ambitions. India and Pakistan are not members of the NPT and have no intention of signing the treaty. The Observer Research Foundation, a prestigious Indian think-tank, casts the missile launches as a potentially positive development: “…getting closer to mutual deterrence may actually help improve [Indian and Chinese] bilateral relations.” In 2008 the US penned a nuclear material transfer agreement with India although India is not a member of the NSG (Nuclear Suppliers Group) which therefore bans NSG members from nuclear material transactions (civil and military) with India. This provision was waived at the urging of the US. North Korea is admonished by America and the UN for launching a “satellite delivery rocket”; albeit unsuccessfully. Sanctions are imposed on Iran for pursuing a “nuclear weapons” program. Israel, not a NPT member, refuses to abandon nuclear options. Mixed messages. Mixed non-proliferation results. As Lord Palmerston aptly said: “Nations have no permanent friends only permanent interests. Where mutuality of interests abide cooperation and friendship prevail.”

Background: 6560 COLONEL (RET’D) ANDREW NELLESTYN

OStJ CD BEng DIC MA PhD PEng

Colonel Nellestyn hails from London, Ontario. He has enjoyed a distinguished and varied career as a military officer, city counselor, diplomat, professor, senior business executive, Board Director and Chairman, volunteer and archeologist. Colonel Nellestyn is an engineer, nuclear physicist and economist. He has traveled extensively throughout the world. He was born in The Netherlands and came to Canada in 1953 where his family settled in London, Ontario.

Colonel Nellestyn’s contributions earned him the coveted Athlone Fellowship for post-graduate studies in England, the Ontario Professional Engineers Award for Citizenship for his community work, the Imperial Order of the Daughters of the Empire scholarship, the Order of Saint John of Jerusalem and Honourary Citizenship of Egypt from President Anwar Sadat. He was also an active Professional Engineers of Ontario (PEO) committee member engaged in the development of engineering and technologist education curricula, private sector/university/PEO liaison and engineering/technologist standards and codes.

In 1965 he graduated from the Royal Military College with First Class Honours then proceeded to London, England where he attended the Imperial College of Science, Technology and Medicine and the London School of Economics. Whilst at Imperial College he was part of the Imperial College/Guy’s Hospital prestigious nuclear medicine research team which designed and commercialized the application of neutron teletherapy for non-invasive radio-treatment of cancer. Dr. Nellestyn was named to WHO’S WHO IN ATOMS in 1972 for his contributions to nuclear reactor design and his work in nuclear medicine.

His military career started in Army Cadets in London, Ontario He has served in England (SAS TA), Germany (vehicle platoon commander, brigade adjutant), Egypt UNEFII (Maintenance Company commander) and Damascus UNDOF (Chief Logistics and Personnel Officer), Lebanon UNIFIL (Ops Staff), Petawawa (SSF CO 2 Svc Bn), Ottawa (National Defence Headquarters as Director Defence Sales Support, senior analyst Directorate of Logistics Analysis and as senior analyst Directorate of Strategic Analysis) and Kingston as Professor (RMC and Queen’s University) and Squadron Commander at RMC. He was also Visiting Professor at McMaster University and the University of Toronto where he lectured in Nuclear Engineering. Dr. Nellestyn also served as one of Prime Minister Trudeau’s National Economic and Energy Advisers. He has advised Canadian Foreign Affairs and International Trade, CIDA, the UN, US DOD, the US State Department and various think-thanks on foreign, economic and global finance policies.

Colonel Nellestyn retired from the Armed Forces in 1985 at the age of 43 and joined the business community. He has served as a senior executive in the capacity of COO, CFO, Executive Vice President Marketing, President, CEO and Board Director and Chairman. Companies for which he worked include the Kanata Enterprise Centre (a business incubator), Corel Corporation, Honeywell, Atomic Energy of Canada, Applied Innovations, Sidus Systems, Moore Systems and Enghouse. He presently has his own company which provides consulting services in business and financial management.

He is a widely acclaimed expert in Middle East and world affairs as well as national and global political, economic and financial systems.

His interests are varied; history, music, art, literature, archeology, anthropology, engine design (Formula 1 1965-68 and LeMans-1967-68), architecture and antiquities. Colonel Nellestyn enjoys cycling, sailing, tennis and gardening.

5119 Bill Shead shared the article on the recent Cadet visit to Australia with Dr. Ian Pfennigwerth an Australian friend of some four decades.

Ian Pfenningwerth and Bill Shead met in HMAS Melbourne when they were on the staff of Admiral Bill Dovers Royal Australian Navy – the Officer in Tactical Command for an international naval exercise off of Hawaii. Ian retired as a Captain having had a distinguished career in the RAN. In retirement he completed his PHD and has written several books on naval and military history. After Bill received his comments he sought and received Ian’s consent to to share his thoughts which follow.

“I guess Canadian kids are better behaved and more sensible than ours.”

Dr. Ian Pfennigwerth

‘Thanks for sending the piece on the RMC cadets at ADFA/ Je vouz remercier pour le histoire de le voyage de eleves-officiers Canadiennes a l‘Academie de Force Defence d’Australie. (I have to stop this; my spell checker is going ballistic!)

It may have been missed, but the report by the Canadian cadets has a couple of misunderstandings in it. The total training/education package offered by ADFA and the single service colleges (at least for RAN and Australian Army cadets) is four years for Arts and Science and five years for engineering – just the same as for Kingston, but it looks different because our services aren’t integrated like yours. The navy does its motivational training before its people go to ADFA – six months at RANC and six months at sea. (The arrival in the midst of a bunch of school kids of these rough, tough sailormen and women, some of them with campaign ribbons on their chests, does create some issues, I am told). The Army takes both the three year graduands and their engineers and puts them through a year at RMC Duntroon before the engineers return for their final year. What the RAAF does is unclear, at least to me.

A 1998 report on unacceptable behaviour at ADFA pointed the finger directly at the Corps of Officer Cadets hierarchy, which had developed as a parallel command structure. It wasn’t your Divisional officer you were worried about keeping on side but your Divisional Cadet Captain, and the internal operations of the Corps resembled something like an amalgam of Animal Farm with Lord of the Flies. The Chief of Defence Force sent in a new man with clear guidance: ‘Cure it or close it!’ Armed with an extraordinarily detailed list of actions required, the new Commandant cured it. All the petty privileges the Third Year had gathered unto themselves were abolished, as was rank. To those who complained (as your cadets appear to be suggesting) that the lack of a cadet hierarchy denies talented people from gaining experience of command, the ADFA answer is that (and I paraphrase the official explanation) a 19 year old kid wouldn’t recognise command if it came up and bit him (or her) on the bum. It is better to assign rotating positions of responsibility to cadets but not to attach any authority to them. All the authority is now exercised by the staff. So, yes we have no cadet captains, but there are more than enough positions of responsibility to be farmed out, including control of the cadets’ mess, sporting clubs, squadron extra-curricular activities, and so on. Bastardisation, concubinage and sheer bullying of juniors by seniors has ceased. 14 years on, the place runs like a Singer sewing machine and got high marks in a recent review. Kids still do dumb things, especially aided by today’s technology, but it would be hard to find anyone who misses the Corps of Officer Cadets.

I guess Canadian kids are better behaved and more sensible than ours.

The third issue your cadets missed is that the education component is not provided by the Department of Defence, but by the University of New South Wales in Canberra, to give it its full title. Although small, this is amongst the best units in the country and is top for student satisfaction and performance. Last year it had a Fulbright Scholar. It also attracts a high number of post-graduate students, especially from overseas, so the ADFA campus looks a bit like downtown Shanghai or Mumbai on occasions, but much cleaner! There are no civilian undergraduates, but there are no restrictions on PGs. Nor are there any guards on the gates, not even a security office.

I was down there this week, finishing off the history I wrote last year and adding to the archival collection. I interviewed one of the academics – a PhD who emigrated from Kuwait – who is one of the world’s leading experts on fly ash in concrete. I think you can tell that I really like this stuff!.’

I recently had the pleasure and privilege of joining the RMC Rugby team at the Rugby Canada National Invitational University Sevens tournament in Victoria BC. Played March 2-3, the tournament featured 12 teams from across the country, including traditional powerhouses such as University of Victoria, The University of Western Ontario and the University of British Columbia. Seeded 12th coming into the tournament, RMC finished 9th.

This was RMC’s first year participating in the tournament, which is in its second year. Rugby Sevens, while demanding the same athleticism, skill and controlled aggression as the more traditional 15-a-side rugby, is a different game altogether. In military terms, having only 14 players on the pitch makes for a much lower force density, and consequently, there are greater opportunities for attacking line breaks. Rugby Sevens games are shorter, at 14 minutes, but with so much space to cover, even the fittest athletes are usually completely gassed by the end of the match.

I had coached and/or played against most of the RMC players before, but seeing them in a Sevens context was something altogether different – frankly I was blown away by this team. Canadian rugby legend Gareth Rees wasn’t wrong when he commended the RMC players on their extremely high level of fitness, but that was only the start point. This was probably the most demanding rugby that RMC had played: both University of Victoria and The University of Western Ontario featured players who have gone to the World Cup with the Canadian XV, and have also starred with the national Sevens team. Lining up against players of this calibre is no easy task, but in their match against UVic, RMC defended tenaciously.

Ultimately, I think was impressed me most was the structure and discipline with which the team performed, particularly considering these young men are the future leaders within the CF. A successful Sevens side must be animated by a unifying purpose, there must be a structure to their game, particularly on defence, and the players must have the discipline to play within this structure, otherwise gaps will open in the line that will be exploited by an opponent. On offence, the players must have the initiative to seize the fleeting opportunities afforded by gaps that may open in the opposing line. Moreover, RMC had to learn and rehearse this unfamiliar Sevens structure while training in a Field House, while their west-coast opponents could train outside all winter. Rugby may not strike the casual observer as a cerebral game, but make no mistake; you can’t play sevens effectively without a couple of brain cells to rub together. All in all these are exactly the qualities – discipline, the ability to work as a team, initiative and intelligence – we are looking for in our officers, and the RMC team showed them in spades, winning both their matches on Saturday to bounce back from an 0-3 Friday. It was a real treat for me to be a part of this, even just for a weekend, and it certainly reinforced my pride in the cadets that RMC is developing.

18404, LCol John Reiffenstein class of ’92.

Base Commander, CFB Edmonton

Article first appeared in National Post July 7, 2011

Exploding the myth of Peacekeeping

4270 Sean Henry

Ask the average Canadian to identify the most successful endeavour of the Canadian military, and chances are he or she will answer: “peacekeeping”. Popular symbols and institutions reinforce this perception every day: our ten-dollar bill commemorates past military conflicts solely by peacekeeping, while the Canadian War Museum in Ottawa incorrectly classifies all Canadian military operations since the end of the Cold War as peacekeeping.

This mythologizing of Canada’s peacekeeping role is not only false, but belies its failure in modern theatres of war. The truth is that classical peacekeeping has proved marginally useful at best, and disastrous at worst.

A construct of the Cold War, peacekeeping was devised to dampen conflicts that risked sparking a nuclear exchange. But its Achilles’ heel was that soldiers could act only in an observation and reporting role, and only use weapons in strict self-defence. During the Cold War, this was less problematic, but in hotter conflicts it has proved a serious handicap: witness the disastrous missions in Somalia, the Balkans, Rwanda and Lebanon. Since 1991 peacekeeping has, more often than not, involved low-intensity combat – and therefore is better defined as international security operations.

Within the last decade the UN has moved to approve stronger mandates under Chapter VII of its Charter. In these cases the peacekeepers are authorized to use force, especially to protect non-combatants. However, the UN still evinces an aversion to conducting combat operations. The most flagrant example would be the situation in the Democratic Republic of Congo. Even with a Chapter VII mandate, UN forces have failed to end or control that savage conflict. Civil war, outside interference, pillage and rape all continue largely unabated. The Congolese president has demanded that all UN forces be withdrawn by the summer of 2011.

The Congo exposes the prime weakness of peacekeeping: it is akin to placing a band aid on a festering boil. For a time the infection is masked, but eventually it bursts forth again. According to American scholar, Edward Luttwak, outsiders, including the UN, should not become involved in wars and civil wars among minor players on the world stage. Negotiating peacekeeper-patrolled “settlements” before the fundamental causes of conflict are resolved merely prolongs the agony and allows the combatants a respite to prepare for the next round.

Foreign and defence policy must serve national interests, and another part of the peacekeeping myth is that peacekeeping serves these interests well. However, a comprehensive Department of National Defence program review of Canadian participation in peacekeeping, performed in 1990, showed that friends and allies did not hold Canada in high esteem for its peacekeeping efforts. On the contrary, they often leveled criticisms based on their perception that peacekeeping was being used as an excuse for not contributing sufficiently to conventional defence efforts.

Nonetheless, the Canadian myth of peacekeeping persists and has been used to counter the ‘un-Canadian’ war in Afghanistan. Peacekeeping’s true believers want it to become the focus for Canadian foreign and defence policy once the Afghanistan campaign ends.

If Canada adopted peacekeeping as the focus for our military operations, we would witness a corollary downgrading of the Canadian Forces. This occurred in the 1990s, when our combat capabilities plunged, imperiling Canada’s subsequent conventional operations in Afghanistan. Only sheer professionalism and the eventual provision of proper equipment and weapons saved the day. The lesson is that the armed forces of modern states must be able to operate along a continuum of conflict – from conventional war through counter-insurgency to international security operations. Peacekeeping does not figure in this equation.

The time has come to close the book on peacekeeping in Canada. We should render appreciation and thanks to those who have served, but now get on with dealing with new realities. Current operations in Libya are one example of the latter. Rather than peacekeepers, Canada and its allies are applying combat power to defeat a tyrant who has oppressed his people. It is that type of fight – for justice, and liberty – that we should commemorate, and continue.

4270 Colonel (Ret) Sean Henry is a defence analyst in Ottawa. He served in two major peacekeeping operations, in Egypt and Cyprus, and conducted a program evaluation of Canada’s international peacekeeping reputation.

THE UNIVERSITY TRAINING PROGRAM FOR NON COMMISSIONED MEMBERS (UTPNCM) AT OUR MILITARY COLLEGES

By: M58 Marc Drolet

The UTPNCM a very successful program which has for nearly 40 years contributed to the Military Colleges in a remarkable way.

For many of us who emerged from the UTPNCM, formerly called University Training Plan for Men (UTPM), the value of this outstanding training program is unquestionable. The number of years that this program has been in existence also confirms its success.

However, for those who are not familiar with the program, it may appear strange to see those non scarlet uniforms on the parade square, or those cadets who look older than average on the college grounds. As members or graduates of the UTPNCM, we like to call ourselves “UTs”. Our history and our evolution are a source of pride and we would like to share this history.

The UTPNCM program is considered one of the most successful ways to form outstanding leaders for the Canadian Forces (CF) mainly because officers emerging from the UTPNCM program can relate to the non-commissioned men and women in the CF, having been there on the “ground floor”. A UTPNCM officer naturally understands the values, needs, and aspirations of the troops, which gives them an edge as leaders in the early stages of their career as officers.

How was this program started and why?

We would need to go back to the Second World War and the Korean War to really understand why this program was put in place. It became obvious that certain military personnel in the non-commissioned ranks presented outstanding leadership and qualities expected in those serving as officers and leaders. At that same time, there was pressure to have all Officers hold University degrees. Therefore in 1948, the then three Services developed plans to subsidize university education for serving members.

The Royal Canadian Air Force, the Royal Canadian Navy and the Canadian Army responded to this program in different ways. The RCAF embraced the program and valued the combination of natural leadership in the candidates and the desire to have science degrees. The Royal Canadian Navy crated a program called the College Training Plan (CTP) which was considered very successful. The Canadian Army only participated in this program for 3 years and discontinued the program in 1950.

In 1966, when the integration of the three Services into the Canadian Forces became imminent, the UT program found a renewed source of energy. The 1960s and 1970s were a period of significant change in the Military, notably with efforts at unification, the implementation of bilingualism, etc. In June 1972 the newly appointed Chief of Defense Staff (DCS) directed that immediate steps be taken to increase the number of other ranks attending the Military Colleges on a UTPM program. This was followed in 1ater that year with direction to include the University Training Program for Officers (UTPO) program. These policies raised questions as to the effect of bringing mature students into classes with the Cadet Wing. Furthermore, the requirement for the candidates to be single had to be waived, as did the age limit.

As one can imagine, there were many questions to be answered as to how to integrate the UT program into the three Colleges. No recipe book was provided, and this new program challenged the culture in place in military colleges for almost a century.

It is not the intent here to describe the evolution of the UT program in military colleges, and anyone interested can ask for the document called “UTPM / UTPNCM history” through the editor of the e-VERITAS, Mr Bill Oliver. Rather the intent is to highlight the significant advantages of having a UTPNCM program within the walls of the Military Colleges of Canada.

Since the beginning of the UT program within the Military Colleges, it became obvious that the UT candidates bring a complementary element to an already superb institution. For having been there, I can bear witness to the close relationship between UTs and the ROTP (Regular Officer Training Program) candidates, as UTs pass on much of their military knowledge and experience acquired while in the ranks. One need only ask the staff in the various areas of the day to day life at the military college, and the same comments will be heard: UTs bring a degree of maturity to the Cadet Wing, UTs provide a lot of knowledge to the younger officer-cadets, UTs provide great examples of team spirit gained on the ground floor, and many more such comments can be heard.

I firmly believe that the UT program brings a lot of benefit to our Military Colleges. The challenge is to find the way to tap onto these outstanding resources. The evolution of the program is ongoing, but it is now clear that it has emerged as a solid part of the culture of our institutions.

When I look at the members of Otter Squadron on parade, I feel proud to be a UT, and I feel a sense of belonging. I believe that if it continues to build on its strong history, coupled with a vision which needs to come from our leadership, then it can only improve its already substantial contribution to our military institutions.

Text and translation reviewed by 10030 Michael Reid

LE PROGRAMME DE FORMATION UNIVERSITAIRE POUR NON-OFFICIER (PFUNO) AUX COLLÈGES MILITAIRES ROYAUX

par M58 Marc Drolet

Le PFUNO est un programme couronné de succès depuis près de 40 ans et dont la contribution aux collèges militaires a été remarquable.

Pour beaucoup d’entre nous qui sommes issus du Programme, la valeur de cette formation exceptionnelle est incontestable. Sa longévité en est d’ailleurs le témoin. Cependant, pour ceux qui ne sont pas familiers avec le Programme, il peut sembler étrange de voir ces élèves-officiers en uniforme non écarlate sur le terrain de parade, eux qui semblent moins jeunes que la moyenne sur les terrains du Collège. Pour nous, membres actuels et anciens, qui nous qualifions d’ « UT », notre passé et notre cheminement sont source d’une fierté que nous tenons à partager.

Le PFUNO est considéré comme l’un des moyens les plus efficaces de former des chefs exceptionnels pour les Forces Canadiennes, en bonne partie parce que ses lauréats peuvent s’identifier avec les hommes et femmes du rang, ayant eux-mêmes été sur le terrain en début de carrière. Ainsi, les officiers issus du PFUNO comprennent tout naturellement les valeurs, les besoins et les aspirations des membres des FC, ce qui leur confère un avantage certain en début de leur carrière d’officier.

Comment en est-on venu à créer ce programme, et pourquoi?

Il nous faut revenir à la seconde guerre mondiale et la guerre de Corée pour comprendre pourquoi ce programme a été mis en place. Il était alors devenu évident que certains membres du rang présentaient des qualités de leadership et d’officier exceptionnelles. À cette même époque, des pressions se faisaient sentir pour que tous les officiers en viennent à détenir un diplôme universitaire. En réponse à ce besoin, les trois Armées de cette époque ont donc élaboré dès 1948 des programmes de subvention de l’enseignement universitaire pour les membres du rang en service.

L’Aviation Royale du Canada, la Marine Royale du Canada et l’Armée Canadienne ont réagi à ce projet de différentes manières. L’Aviation s’est engagée à fond, valorisant la combinaison des qualités de leadership naturel avec le désir d’obtenir un diplôme universitaire. La Marine a créé un programme appelé le « College Training Plan » (CTP) qui fut considéré une réussite. L’Armée pour sa part n’a adopté le programme que pour 3 ans seulement, le terminant en 1950.

En 1966, avec l’intégration imminente des Forces Canadiennes, le programme s’est trouvé une énergie renouvelée. Les décennies 1960 et 1970 furent une période de transformations importantes dans les FC, notamment avec le processus d’unification, l’instauration du bilinguisme, etc. En 1972 le nouveau Chef d’état-major de la Défense ordonna l’intégration immédiate du programme ‘UTPM’ (tel qu’il était appelé à l’époque) au sein des Collèges Militaires, et l’augmentation de ses effectifs. Vint aussi l’intégration du programme de formation universitaire pour les officiers (PFUO) au sein des collèges militaires. Ces décisions soulevèrent des questions portant sur l’effet qu’aurait la venue de ces étudiants plus mûrs ou plus âgés au sein de l’escadre des élèves-officiers. L’exigence pour ces étudiants d’être célibataire dut être levée, de même que la limite d’âge.

On peut imaginer les questions qui se posèrent à cette époque sur la manière d’intégrer ces programmes au sein des trois collèges. Il n’y avait pas de manuel d’instruction à cette fin, et cette transformation mit à l’épreuve la culture qui régnait au sein des collèges militaires depuis bientôt un siècle.

Il ne s’agit pas ici de décrire l’évolution du programme depuis son instauration. Les personnes intéressées à approfondir leur connaissance du sujet pourront obtenir une copie de l’histoire du programme (intitulé « UTPM / UTPNCM History ») auprès de l’éditeur du e-Véritas, M. Bill Oliver. Il s’agit plutôt de souligner les avantages importants d’avoir un tel programme au sein des collèges militaires.

Dès la mise en œuvre du programme, il est devenu évident que les candidats UT contribuent un élément complémentaire auprès d’une institution qui est déjà de calibre supérieur. En tant qu’ancien de ce programme, je peux témoigner de la relation étroite que les candidats entretiennent avec ceux du Programme de formation universitaire pour officiers de la Régulière (PFUOR), en leur transmettant les connaissances et l’expérience acquise au sein des rangs subalternes. Il suffit de s’enquérir auprès du personnel cadre dans tous les domaines de la routine journalière des élèves-officiers, pour constater que les mêmes remarques reviennent constamment : les « UT » contribuent un niveau de maturité indéniable, élargissent le bagage de connaissances des jeunes élèves-officiers, démontrent un modèle d’esprit d’équipe acquis au ras des pâquerettes, et autres éloges du même crû.

Je crois fermement que le programme UT apporte beaucoup d’avantages à nos Collèges Militaires. Le défi consiste à trouver moyen de s’approprier les talents exceptionnels offerts par ses membres au bénéfice des jeunes élèves-officiers. Cette démarche est toujours en cours mais il est maintenant clair que le programme PFUNO fait bien partie de la culture de nos institutions.

Lorsque j’observe les membres de l’Escadron Otter défiler, je me sens fier d’être un UT, et je ressens un sentiment d’appartenance. Si le programme continue de se développer sur les fondations de ses solides origines, guidé par la vision de la voie hiérarchique, il ne peut qu’améliorer sa déjà vaste contribution à nos institutions militaires.

How to Make Your Military Member Association Today’s Success Story

by 13077 LCol (Ret) Dean C. Black, CD, B.Sc., MA, CAE

Executive Director Air Force Association of Canada

Sarah Sladek believes if your association has not resolved to dominate, then you should throw in the towel. In her book The End of Membership As We Know It: Building the Fortune-Flipping, Must-Have Association of the Next Century, she explains dominance is the only viable goal for today’s association. Providing undeniable value and minimizing competition are the keys to dominating in the association’s market. If this kind of approach sounds more appropriate for the for-profit corporation, such is the reality of the 21st century volunteer (non-profit) sector.

“Embrace change…”, she explains, “it is the only path to the future”. This might be a challenging message for military fraternal (common-interest) associations. Like all who don the uniform, soldiers, sailors and aviators tend to be conservative. But, we need to climb out of the association management rut we find ourselves in, and start dealing with change. This should not be the huge problem it seems; after all, the very creation of your member association was an act of change in and of itself. Sladek tells us that today three things are changing that affect membership: economic recession, demographic shifts, and technology. Membership-funded associations have to change in response, or die. How should your association respond? The answer can be found in Sladek’s analysis and in a plethora of titles released in recent times. Simply put, we need to create greater value for our members, and we need to recruit from younger generations. That technology thing is just a means to an end, but it’s really important to do something about it as well.

First, you need to offer better benefits. Sladek explains when it comes to benefits there are three types of associations: “Scrooge Associations”, “Milk Associations” and the “Antique Associations”. The “Scrooge” charge members a membership fee and also charge them for each individual service, product and program. There are not too many of these in our (military association) sector. The “Milk” association has lost touch with what it means to be an “exclusive” or “special” association. Take, for example, the Air Force Association of Canada. The magazine comes with membership, but if you just want the magazine you can buy it at your local bookstore for half the cost a member might pay. This is the kind of policy that makes you a “Milk” Association. As they say, “Why buy the whole cow (membership) when you can buy just a glass of milk (the magazine)”? The “Antique” association has been around a long time, but their brand and mission are no longer relevant; they have simply failed to adapt. Leadership in the “Antique” Association is the most entrenched, intransigent, collection of guardians and gatekeepers. Our military associations are probably a mix of the latter two.

For Sladek, regardless of what type of association you belong to, the solutions are clear. A successful membership-benefits-formula is equally practical (solves the member’s problem) and emotional (fulfills the member’s need). Some of our military associations do well in these areas. The Military Police Association’s connection to and focus on blind children is a perfect example. If only all of the other associations could boast of similar goals, connections and attachments. Alas, today the under-45 crowd could not care less about your association’s history, insurance discounts, and annual conference. Promotion of these aspects is a waste of time and money. Younger members only care about opportunities to lead, opportunities to learn and opportunities to make a difference. Not surprisingly, that’s precisely what the older generation (us) wanted when they were young and interested in joining. When a member of Gen X or Gen Y scrutinizes your association they see people (us) who obviously get a lot out of their participation. But, they also conclude there is no room for them, and no chance to participate primarily because of a fierce resistance to change. Your leaders are too comfortable. Why change what they currently enjoy? I have heard too many stories describing how unwelcome they feel, or how much more they can get out of other affiliations.

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Sladek insists success will result only when we change the language we use to describe our benefits. Speak in terms of outcomes, she stresses. And, put aside the past. “Networking” is not a benefit, so stop referring to it as such. Besides, today’s younger generations can “network” all they want for free, on any of a number of social media (facebook, mySpace, Linkedin, Twitter, etc…) platforms. Instead, consider the following example: I have thought long and hard about why we do the things we do, in the Air Force Association of Canada. We produce the magazine, full of stories written by members who are themselves air force veterans and by others who have connected with air force veterans of all ages. We sell regalia members can wear, that also provide something with which they can either identify or can use to promote their identity. This aspect of identity and the sharing of stories are perfectly synonymous with the Canadian Society of Association Executives definition of the term association. “It is a venue or co-op within which members gather to share a common identity and their common experiences”. With all this in mind it would seem that the most important mission of a military-type association like ours is to nurture and cultivate the self-esteem of the veteran in such a way as to confirm or give meaning to their life-long passion for service in the service or trade or occupation they were involved. An outcome, therefore, could be “enhanced self-confidence through a stronger understanding of the context defining one’s military experiences”. If younger generations aren’t joining your association it has absolutely nothing to do with their immaturity and everything to do with your association’s inability to deliver value to them. Furthering your association’s reach involves only one thing: reaching younger generations. This only makes sense, when one considers the importance of targeting market needs. For the younger generation this will involve listening to them, creating solutions, encouraging feedback, being inclusive and targeting market potential. As Sladek likes to put it, “for decades and decades we have been selling pizza to members who just happen to love pizza”. New recruits want something else, but this does not mean we have to stop selling pizza. Targeting the market and market potential means making pizza, and serving up some new dish as well.

Sladek has been passionate about these challenges for some time. She points out that a host of conditions render most associations irrelevant today. Those associations whose leaders refuse to embrace change should be preparing their association’s obituary now. Based on demographics she predicts all of our fraternal-type associations will be extinct by 2020. We need to heed her advice, or at least give her membership benefits assessment system a try because the not-for-profit sector is a huge and important part of the Canadian economy. Its continued success enriches Canadian lives, gives meaning and purpose to many, and generates revenues and employment. Failure to nurture and cultivate a thriving voluntary sector is irresponsible and harmful to Canada’s well-being.

As I said, Sladek and her research is not alone. Many others carry similar messages. For example, in Race for Relevance: 5 Radical Changes for Associations, Harrison Coerver and Mary Byers skillfully discredit todays 100-year old association model, in favour of promoting change in the face of today’s challenges. Those challenges include: rapid advances in technology, higher member expectations, increased competition, and diverse member markets. Is it any wonder when younger generations see their elders doggedly hanging on to tradition-driven, slow-to-react, risk-averse association governance models that they simply turn away and never give the association a second glance? Coerver and Byers insist “the associations that will thrive…are those that will: overhaul their governance model and committee operations; empower the CEO and enhance staff expertise; rigorously define the member market; rationalize programs and services; and build a robust technology framework. Sladek’s thesis is thus aligned more with Coerver’s and Byers’ last three changes. Offering better benefits of more interest to younger generations and describing benefits in terms of outcomes can only come about with a better understanding of the market, which is precisely what Coerver and Byers are recommending we attain.

We should note, however, that these themes are not entirely new. Three years ago a number of knowledgeable authors published The Five Most Important Questions You Will Ever Ask About Your Organization. Those five questions just happen to consider the very context that underpins the invaluable work of Sladek, Coerver and Byers. For example, the first question asks “What is our Mission?” If we do not know why we are here, we cannot possibly articulate benefits in terms of outcomes. The fourth question: “What are our Results?” merely insists we must be able to measure those outcomes in understandable and meaningful ways. Before that happens we need to ask two important questions about our (members) customers: Who they are? and What do they value? The final question simply asks us about our plan. In summary, Peter Drucker et al help to concentrate our minds on our mission, our target audience and our approach. Sladek merely suggests in the face of demographic shifts we had better be focused on younger generations if we want to survive. Understanding who they are simply makes clear how important it is for us to speak in their language (explain benefits in terms of outcomes that resonate with them).

In The Charismatic Organization: 8 Ways to Grow a Nonprofit that Builds Buzz, Delights Donors, and Energizes Employees, Shirley Sagawa and Deborah Jospin cover a lot of ground. However, they do emphasize the importance of: meaningful involvement for members; having an active outreach program; a mission that motivates people; and, a “can-do” culture. In terms of Sladek’s thesis we are reminded how much younger generation members want to get involved. They want opportunities to lead, they want to learn and they want to make a difference. Give them a meaningful mission, and the chance to take on a project and you will be on the path to growth. Hold on to your traditions, your positions and your risk-aversions and you might as well throw in the towel. Finally, it is worth mentioning a book by Leslie R. Crutchfield and Heather Macleod Grant. In Forces for Good: The Six Practices of High-Impact Nonprofits, the authors extol the virtues of: harnessing market forces (understanding the needs and wants of member prospects); sharing leadership opportunities; adapting to change; seeking partnerships and alliances with competitors; and creating meaningful experiences for members such that you turn them into evangelists for your cause. For Crutchfield and Grant three factors are forcing these events: huge amounts of wealth transferring from the rich to the non-profit sector; political and economic challenges; and, without a doubt, technological innovations.

Sarah Sladek is an American citizen and association management and marketing specialist with strong interests in demographics. She is currently the CEO of XYZ University, a company that teaches organizations how to stay relevant, create strategies to give them a competitive advantage, and generate revenue for their long-term sustainability.

A Glimpse into Varsity: Challenges Faced by Coaches and Players Alike

By: 25104 Cassandra White

Being accepted into RMC is something that people are proud of given the many factors that are considered in one’s acceptance into the college. It is not an easy feat to enter into this institution and walk through the Arch. Coaches who run the varsity teams here at RMC face extraordinary challenges in attracting and then retaining the athletes that make it through the difficult acceptance process. Upon speaking to James Bambury, head coach of the Women’s Varsity Basketball program, I was able to get a small glimpse of the hurdles these coaches work through in developing their respective programs.

One of the main issues that pose a challenge to coaches who are recruiting athletes is that they are looking for individuals who are not merely athletes, but people who have the potential to be leaders in the Canadian forces and who happen to excel in their sport. This can pose to be a problem as the pool of people has significantly shrunken. Furthermore, once a promising candidate for the college is found, the inability to give guarantees of their acceptance and future at the college is something that coaches at a civilian university do not have to deal with. This makes writing letters of intent to athletes relatively impossible. Coaches are however permitted to help with the application process and in preparation for the recruitment centre interview. The uncertainty of acceptance that is presented to a promising candidate for RMC is unfortunately a deterrent. One must understand that the qualities that make the candidate a good choice for RMC also makes them attractive to other universities. These other universities, unlike RMC, are equipped with the ability to deliver a more certain answer to the athletes’ concern over acceptance into the institution, and are therefore a major competitor in attracting young and well-rounded athletes.

When asked his opinion of the affects that RMC inflicts upon the retention of athletes as compared to a civilian university, Coach Bambury had an eloquent and refreshing response: “I think there are definitely difficulties that we will come across here at RMC as opposed to another university, and the difficulties would be centered around the added time consumption from military and academic activities. Where you have less time to finish homework, less time to decompress, less time in general, and therefore there happens to be more difficulties in terms of time management and life balance. I think the differences do not lead to us not being able to compete, where the differences lie is in the ability to manage the three most significant things in your life: academic commitments and military as number 1, your health and your family as number 2, basketball as 3. I believe the commitment that it takes for a cadet to not allow anything to come between those three things is something to be recognized and applauded. I think the turn over in players is a result of there being so many demands jam packed into the life of a cadet here at RMC, and the extreme difficulty found in balancing and maintaining those three priorities. Whereas at a civilian university there is less pressure, so if something falls in between those 3 priorities it is less of a big deal because you have more time to make up for interruptions in life. At RMC that time is not as readily available.”

Although there are unique challenges presented in developing and competing in a varsity program here at RMC, if the athletes are asked whether or not it is worth it to be part of their programs, many, if not all, would definitely agree. The positive influence that the varsity experience has on a Cadet is something to be treasured. Not every day at practice will feel joyous, nor will ever road-trip be a walk through the daisies, but, when it is over, every day spent on the courts, ice, or field will be missed. Enjoy it while you can.

Support your peers in their upcoming seasons! It is appreciated!

Opinion: China versus the rest of the world

By: 6560 Colonel (Ret’d) Andrew Nellestyn OStJ HCE MPPE PhD PEng

China International Fund (CIF), aka China Sonangol, is trotting ground where others (America, France, Great Britain, Germany, Belgium, the Soviet Union et al) have gone before. And beating them at their game. America under President George W. Bush ignored the African continent focusing America’s attention elsewhere; now much regretted as great swaths of Africa are presently Chinese turf and Iraq, Afghanistan and the Middle East have uncertain outcomes.

Whether or not CIF is “an arm of the Chinese government”, a constituent player in China’s “going out” policy, is a mute point. A quote from the article states that China is profiting from these “buccaneers”. Such buccaneering has been the norm since Europe and the British established their African colonies thereby creating dysfunctional nation states while reaping rich harvests; natural and human resources alike.

Even before the colonial powers carved up Africa, the Arabs and African tribal chiefs, to note but a few examples, exploited Africa’s resources. The Economist’s statement that “Angola’s wealth isn’t trickling down”, reminds one of other African nations such as, for example, Nigeria to name but one, where the African elite and a multitude of foreign enterprises share the spoils to the exclusion of the populace who remain poor in the extreme.

The more things change the more they stay the same. China versus the rest of the world. A game of enterprise and bold resolve.

MARKET ANALYSIS: THE INVESTMENT ENVIRONMENT

By: 6560 Colonel (Ret’d) Andrew Nellestyn OStJ HCE MPPE PhD PEng

The 2008 global recession has created turmoil and uncertainty in the market and left no corner of the world untouched. Volatility reigns. What had been characterized as normal market behavior including time-tested paradigms which afforded a reasonable degree of predictability no longer exists. The recent heated political debt/default debates in Washington added fuel to an already raging fire as has yesterday’s massive sell-off which decimated the markets triggered by S&P’s downgrading of the US credit rating.

A new normal is evolving but is not yet defined nor universally accepted. A decade may pass before some semblance of comfort and stability is established. Geopolitical, natural, economic and financial tsunamis have resulted in a feeling of increased anxiety for investors and traders alike. Governments, regulatory bodies, financial institutions, corporations and the public at large have been thrown into a state of fear, angst, indecision and paralysis for which no quick fix can be found. Psychological reaction, adverse sentiment, has caused a stampede resulting in market turmoil. Confidence in the market, financial institutions and governments has been severely shaken on both sides of the Atlantic and, although to a lesser degree, in Asia.

Portfolios have been decimated. Wealth has been destroyed. Retirement plans have been shattered. There is little on the horizon which would point to a turn-around in the immediate and near future.

In short confidence in the market has vastly eroded and replaced by a lack of trust and diminished confidence in those who manage and shape the financial dynamics which govern and underpin the market.

The result is that there now prevails a reluctance to participate in the market and to withdraw to safer and more certain and predictable havens to grow wealth rather than by investing or by trading. Risk aversion reigns. This is particularly true in the case of retail investment whose clientele consists largely of the public at large, that is, non-institutional investors.

Notwithstanding the above description of dismay which presently permeates the investor/investment community, it is broadly recognized and accepted that the market has enjoyed consistently high level of returns and that over time the market will rebound and provide a preferred investment vehicle.

It is noteworthy nonetheless that while markets lost significant value as a consequence of S&P’s downgrading, US treasury bills and the bond market, including investors and financial institutions, enjoyed a surge of confidence.

THE CHALLENGE

Credibility, confidence and trust must be restored before both the market provides reasonable and predictable returns and the retail investment community and its existing and prospective clients deem the market as a viable engine of wealth creation.

The challenge for the market and wealth advisors is thus, first and foremost, to position the market as one of progressively increasing positive returns and to convince and assure investors that this is both possible and credible. The challenge while daunting is surmountable.

This calls for and exacts that wealth advisors:

1. Ensure that portfolios are sufficiently tailored, diversified and managed to provide clients with the confidence that wealth creation strategies are robust enough to withstand the vicissitudes of a market that is presently volatile in nature and that their portfolios provide an assured income and/or promise of gain particularly in the mix of cash, bonds, dividends and equities.

2. Keep abreast of all factors which bear upon the market and build these into their portfolio strategies.

3. Develop client specific financial management strategies and review and adjust these strategies to position their clients for gain and/or steady income streams.

4. Involve clients as partners in the process by, for example, regular consultation, communication and dissemination of market alerts and the potential consequences and recommended remedies as these arise.

5. Communicate with their clients by personal periodic reviews, email and a dedicated current website via linkage with the investment firm’s website or a wealth advisor’s own website.

It is thus incumbent on the investor to choose a reputable investment firm and wealth advisor whose approach to wealth management and communication and consultation with their clients reflects the activities as described above.

DISCUSSION

As discussed a climate of anxiety and fear exists within the investor and investment community which will require an extraordinary effort to surmount the hesitancy/reluctance to play in the market or to change investment service provider allegiances. This barrier will exact that a strong case be made for market participation/entry or change of any nature and will take more time to realize than has been the norm particularly than was the case in boom times.

Indeed, wrt to what constitutes normal, the past is no longer a barometer against which to gauge an evolving new order of international, globalized financial paradigms. The shock of 2008 which saw markets drop 50% in value thereby resulting in tremendous loss of wealth still bears heavily on global economies and investor confidence. Governments and central banks have reacted by shoring up weak sovereign funds, enacting new regulatory measures principally focused on the financial system, e.g., banks and trading exchanges. These too are evolving and will have to be adjusted as the new order/norm begins to define itself.

There will be many who are quick, too quick, to criticize and wish for the return of the good old days, that is, get government out of their hair. Those days are over never to return. Others will think not enough is being done and more draconian measures are imperative. The balance lies between these two extremes.

There is no easy quick-fix remedy. The market is extremely volatile. Investors would be best served to sit tight, ensure that they have a cash position which will permit them to profit from arising opportunities of which there are many and work with their wealth advisors as to how best to achieve this.

Note, however, that the market is becoming more complex and the emotional factor is presently much in play. Sound, informed and reasoned advice is the watch word. Do not get carried downstream by the fast current of emotional, irrational knee jerk reaction. This is a recipe for disaster. Calm must prevail.

Remember that on a comparative basis the market has and continues to outperform other investment/wealth creation vehicles.

SUMMARY

While the market is unlikely to rebound to any degree of significance in the immediate future, there exist investment opportunities which promise reasonable ROIs and income streams to address the needs of investors; collectively and individually. Chicken Little solutions are disastrous.

A team approach, that is, the investor and the wealth advisor working together in consultation, is imperative. The market moves too quickly and is presently too volatile to enable those who do not have the time and/or access to market events as they evolve or to access to the cornucopia of data and analysis which investment firms and their wealth advisor have readily at hand.

Tsunamis have existed in the past; some of which were severe. Yet markets have recovered and wealth has and continues to be created.

The recent sale of US treasury bills and bonds following S&P’s downgrading of US credit worthiness is indeed a vote of confidence and reinforces the continuation of the US as a safe haven in a sea of troubled markets.

Lastly, although not entirely sheltered from turmoil elsewhere around the globe, Canada’s economy continues its sterling performance due in large measure to the soundness of its financial institutions, security regulations and economic policies and direction.

Does the CF lack opportunities for higher education? One PG student doesn’t think so

By: 24712 A/SLT Brent Fisher - Department of Business Administration, RMCC

I was recently asked if I was interested in writing for e-Veritas once again, and I began to strongly consider the idea. But when I came across a very interesting article in the Globe and Mail Wednesday evening, I just couldn’t resist.

In his short piece entitled “Chinese-Canadians reluctant to join military, study finds,” author Stephen Chase illustrates that although four percent of Canadians identify themselves as Chinese, only 0.4 percent of members of the Regular Force in the CF identify themselves as such. Further, he claims that a recent report by Ipsos Ried Public Affairs suggests that this trend is unlikely to change any time soon.

For many, this finding may not be so surprising, since minorities in general are underrepresented in the CF compared to the population at large. What really caught my attention, however, was the insistence that Chinese-Canadians feel that the CF offers a lack of opportunities for obtaining post-secondary education.

Of all the reasons that could have been given for someone not to want to join the CF! Trust me, there are plenty out there (just walk over to Queens University campus and ask a student or two). On no fewer than four occasions he reports that the military is either not associated with higher education or high-paying career prospects. On top of that, at no point does Chase mention that those citizens included in the study may have been misinformed.

As a fairly recent graduate of RMC’s undergraduate program (Mathematics – Class of 2010), and as a current graduate student (Master’s of Business Administration – Class of 2012), I was bitterly disappointed with this portrayal of my organization. The CF is thriving with opportunities for its members to receive higher education, and RMC is the perfect example of why this is true.

In addition to over 1000 officer cadets completing undergraduate studies in any given year, we have countless graduate students from nearly all trades in the officer corps, as well as several senior non-commissioned officers. Further to these on-site masters and doctoral programs, RMC’s Division of Continuing Studies offers many courses that can be taken by CF members who are stationed anywhere in the world. Of course, there are also members of our military studying on campuses all across the country, and several more attending prestigious universities in the United States and overseas.

CF members receive a great deal of support for these endeavours too: There are opportunities to receive sponsorship from one’s unit, to receive scholarships from agencies such as Defence Research and Development Canada, as well as to receive funding via an Individual Learning Plan. In fact, there has been a growing emphasis for much of the past decade on CF leaders receiving graduate degrees prior to being considered for certain positions. This trend is expected to continue as a result of similar requirements for senior leaders within other major organizations in the Western world.

Chase never alludes to any of this in his article. When I first observed that more than 200 comments had been posted on the website less than three hours following publication (there were well over 800 the next day), I figured that many other Canadians had shared my view and had written in protest. But it was not so. Many Canadians seem to agree that the CF lacks these opportunities, and that our leaders have neither the education nor the ability to solve real-world problems. Clearly, the lack of understanding of the opportunities, as well as the capabilities, within the CF is not just a Chinese-Canadian problem, it’s a Canadian problem. And regardless of who is at fault for this state of affairs, it will be the CF that continues to suffer for years to come.

Article available at: http://www.theglobeandmail.com/news/politics/chinese-canadians-reluctant-to-join-military-study-finds/article2096714/

Lessons for CEOs from boot camps

By Canute Waswa

For three years, I had the privilege of training military officer cadets as an Outward Bound instructor. We would take them through leadership training and would finalise with climbing Mt. Kilimanjaro, 19,000 feet, the ‘roof’ of Africa.

During these years, many misconceptions that I had about army training and its relevance in leadership outside the military were clarified. Once, I asked one of my students what most surprised him at the Armed Forces Training School after his university experience. His answer was as startling as it was direct. “The army leaders face one giant reality that business leaders rarely face: In business, if you make bad decisions, people lose money, and perhaps jobs,” he said. “In the military, if you make bad decisions, nations can fall and people can die.” The phrase stuck in my mind: people can die. In the army, it matters if your leaders are competent, trustworthy, if they care more about themselves than they do about their people or the mission. Your life may well depend on it.

Combine this truth with the mission of protecting national interest , and you get a context for leadership we rarely see in out top companies. After training cadets for three years, I got very impressed with the slogan, “The only easy day was yesterday.” There are lessons that we in the boardrooms can all learn the boot camp.

Discipline

Business leaders can learn how the army has long embraced discipline: knowing when to follow and when to not follow, the responsibility to question and the responsibility to execute, dedication to mission first and dedication to your comrades above all.

These highlights the point that disciplined action does not mean rote action. Discipline means that you begin with a framework of core values, combine with knowledge and insight, and finally you make situation-specific decisions to act. Leadership begins not with what you do, but who you are.

Encoded into the officer training approach are two eternal truths. First, the medium—and long-term future cannot be predicted, and second, the best “strategy” in a volatile environment lies in having the right people who embody your organisation’s core values and who can adapt to unanticipated challenges.

The military exists not to train soldiers for a specific war, but to develop leaders who can adapt to whatever war might be thrust on our nation—no matter what continent, no matter the enemy. Just like in business; the only constant is change.

Leadership

Whether you like it or not, you are a leader, but of concern is how you will be an effective leader.

Leadership is the dynamic that galvanises individuals into groups to make things different or to make things better— for themselves, for their enterprise, for the world around them.

The essential components of business leadership are: intelligence, insight, instinct, vision, communication, discipline, courage, constancy. All can be studied and studied again.

Being in a platoon is a lot different than any other job, in the military or otherwise. First of all, every man, officer or enlisted, has a position of leadership.

While the second lieutenant runs the platoon, the rest of the enlisted men in the platoon have specialties as well, for which they are the authority. The doctor takes the lead on all medical issues, whether they are emergencies or not. The weapons man… you get the point.

The workout involves fast paced training, conducted throughout the army by officers that have ‘been there, done that’, and are experts in their specialty.

Camaraderie

Platoons are regularly tested to ensure that they are reaching the elite levels of expected performance, and for this reason the camaraderie between platoon-mates is very high. Because of the intensity and tempo of the training, platoons band together like brothers.

Towards the end of my tenure at Outward Bound, I had the privilege of conducting a rock climbing session for soon-to-graduate cadets. One senior cadet, told me that he felt more fortunate than his friends who had gone to different corporate entities as management trainees or graduate clerks.

“No matter how the rest of my life unfolds,” he said, “I know that I have served a larger cause than myself,” he said.

Article first appeared in Business Daily -  Kenya,  July 5, 2011

Mr Waswa is management and HR specialist and managing director of Outdoors Africa. E-mail: waswa@outdoorsafrica.co.ke