In accordance with the Royal Military College of Canada (RMC) Institutional Quality Assurance Process (IQAP), this Final Assessment Report (FAR) provides a synthesis of the external evaluation and internal response and assessments of the undergraduate program offered by the Faculty of Social Sciences and Humanities in Business Administration (BAdmin). This report identifies the significant strengths of the programs, together with opportunities for improvement and enhancement, and sets out and prioritizes the recommendations that have been selected for implementation.
This report includes an Implementation Plan that identifies who will be responsible for approving the recommendations set out in the Final Assessment Report; who will be responsible for providing any resources entailed by those recommendations; any changes in organization, policy or governance that will be necessary to meet the recommendations and who will be responsible for acting on those recommendations; and timelines for acting on and monitoring the implementation of those recommendations.
Overview of Programme Review Process:
The Program Self-Study Report was completed on Oct 17, 2024. For the program under review (BAdmin) it contained the degree level expectations for the program, an analytical assessment of the program, course outlines, program-related data, survey data from the Office of Quality Assurance and appendices with sample examinations and CVs of faculty members. Two arm’s-length external reviewers (Dr. Moe Hashemi, Mount Allison University, and Dr. Christian Keen, Université Laval) were selected from a list of possible reviewers and approved by the Deans of Social Sciences and Humanities. An internal reviewer, Maj. Jason Zwicker, Department of Mathematics and Computer Science, was also selected for participation on the ERC. They reviewed the self-study documentation and conducted a virtual site visit to RMC from 2-4 Dec 2024. During the site visit, the ERC met with the VP Academic, the Director of Quality Assurance, the Dean of Social Science and Humanities, the Department Head and Program Chair, faculty members, alumni, students registered in the programs under study, the Head of the Writing Centre and the Librarian-in-chief. The reviewers submitted their report on 28 Jan 2025. In their report, the ERC expresses the opinion that the BAdmin program at RMC is a unique and valuable educational experience, meticulously designed to prepare future leaders for the Canadian Armed Forces (CAF).
Significant Strengths and Weaknesses of the Programme:
The ERC identified a number of strengths of the BAdmin program:
- The diverse educational and professional backgrounds of faculty, their availability and willingness to support students in their career decisions, and the small class sizes foster a supportive and interactive learning environment;
- The Department of Management uses various methods well to evaluate student achievement and program quality. The department leverages this information to identify areas for improvement and ensure that the programs address the evolving needs of the CAF and the students it serves; and
- The Management Department is doing a great job in maintaining the quality of the program in spite of limited resources.
The ERC identified a number of areas of concern for BAdmin program:
- Curriculum: the core curriculum limits elective availability, and CPA program requirements narrow student choices. Additionally, the committee noted that the core curriculum restricts flexibility due to a set of required courses. More relevant courses could replace less useful ones. Alternatively, a few core courses might require content modifications to benefit Management and Economics students. The committee also noted limited availability of courses for francophone students;
- Resources: The program experiences administrative and resource challenges, including insufficient full-time faculty and inadequate financial backing for both teaching and research, including access to crucial software. Furthermore, there is a need to update technology and software resources to reflect those used in the CAF and in contemporary research;
- The program lacks specific metrics to measure how well the program meets student achievement and program effectiveness after graduation. This presents a gap since tracking graduates' career paths, progression in the CAF or civilian sector, and perceptions of how well their education prepared them for post-graduation roles would be beneficial; and
- A closer integration of the MBA and BA programs could yield several advantages
The Program Chair, after consultation with faculty and staff in the programs, submitted a response to the ERC Report in May 2025. The Dean of Social Sciences and Humanities prepared this Final Assessment Report on 5 June 2025. Specific recommendations are discussed, and follow-up actions and timelines provided.
Summary of the Reviewers’ Recommendations with the Programme’s and Dean’s Responses
The ERC identified several areas of concern or issues that require attention. These issues are discussed in the order that they appear in the ERC Report:
Recommendation 1:
Identify opportunities within military and civilian organizations to provide experiential learning for students and research opportunities for faculty. RMC should leverage its unique position to tap into prospects from the armed forces and public organizations. RMC should also include and update software and technology to reflect the current tools used in the CAF.
Given the challenges associated with organizing off-campus experiential learning activities due to various factors, we also recommend exploring alternative forms of experiential learning, such as computer simulations, in-house case competitions, and role-playing activities that can be conducted on campus.
Faculty should also utilize the writing center’s services and encourage students to conduct case studies by interviewing officers relevant to their courses. Such endeavors should be incentivized by the Management Department
Departmental Response:
The Department agrees with the recommendation. The Department considers the emphasis on experiential learning commendable, especially given RMC's distinct institutional context. The recommendation to explore and expand alternative modes of experiential learning demonstrates a pragmatic and forward-looking approach, especially in light of the logistical complexities often associated with off-campus activities. We agree that these alternatives are not only pedagogically valuable, but, considering our context, scalable and adaptable to resource constraints commonly encountered in our environments.
We also appreciate the suggestion to encourage greater use of the Writing Centre by faculty and students, as well as to promote case studies involving interviews with officers, which represents a meaningful effort to further integrate academic instruction with operational relevance. This supports the development of communication and analytical skills vital to both military and civilian careers.
Additionally, we consider that formalizing partnerships with select CAF units holds promise. Such collaborations could enhance access to experiential learning opportunities and ensure student projects are both academically rigorous and operationally meaningful. These will be considered in the Department's ongoing planning and curriculum development efforts.
Dean’s Response:
I support the department response to recommendation 1 and can consider supporting specific proposed software upgrades if funding is available.
Recommendation 2:
RMC should explore enhanced collaboration between the MBA and BAdmin programs to foster greater synergy by undertaking an independent study to evaluate the MBA program's current governance structure. This study should consider the potential benefits of the possibility of the Management Department assuming a greater role in the MBA program's administration. The study should also look into the potential for MBA students to support the BAdmin program and investigate a revenue-sharing model that could incentivize the Department of Management. It should also carefully consider the perspectives of all relevant stakeholders, and, if a decision is made to prioritize certain departments or faculties, it should be done transparently and with clear communication. Addressing these concerns could potentially alleviate tensions between the Department of Management and other departments.
Departmental Response:
The MBA was originally conceived, staffed, and managed entirely by the Management Department. Currently, the MBA program is no longer managed by the Management Department. Despite this, the Department of Management largely staffs it in terms of faculty and administration.
The Department of Management fully supports the recommendation to re-evaluate the MBA program’s governance structure and its staff planning. The Department of Management finds that it is natural to be formally involved in the course allocation planning and administration of the MBA program: Master of Business Administration is the direct and natural constitution of studies beyond Bachelor of Administration.
To satisfy the recommendation # 2, the Department of Management proposes to the involved stakeholders that an ad-hoc committee reviews the structure and processes of the MBA program in order to propose academic, operational, and financial considerations.
As was the case in the past, the MBA program integrated with the Department of Management will improve curricular coherence, a more efficient use of faculty resources, and reduce administrative burden. We believe that by re-involving the Department of Management in the governance of the MBA program, the involved stakeholders will further contribute to RMC’s academic mission and reduce existing interdepartmental tensions.
Dean’s Response:
The reintegration of the MBA program with the Department of Management poses challenges pertaining to the equal treatment and supervision of our graduate programmes. However, I am prepared to consider this reintegration if it proves compatible with the Division of Graduate Studies and is approached in collaboration with the Dean of Graduate Studies. I recommend an investigation into whether Treasury Board rules would permit a shared revenue model.
VPA’s response (Dr. Ribal Georges Sabat, June 2025):
The VPA endorses the proposal to create an ad-hoc committee to review and make a recommendation to the Principal on whether the MBA program should be housed within the Department of Management as is the case for the majority of our graduate programs.
Recommendation 3:
To further enhance the quality of the BAdmin program, RMC should implement a structured and continuous alumni engagement strategy. This strategy should go beyond occasional contact and focus on systematically tracking graduates’ career progression in both military and civilian sectors, using metrics such as job titles, promotions, and roles within the CAF. The program should also gather detailed feedback from alumni on the program’s effectiveness in preparing them for their careers. This could be achieved through surveys, focus groups, and individual interviews, ensuring diverse perspectives are captured. The data collected should be analyzed to identify areas for program improvement, such as curriculum adjustments and experiential learning opportunities. This alumni feedback should be integrated directly into the program's continuous improvement cycle, informing future program objectives and ensuring that the curriculum remains relevant to the evolving needs of the CAF and the broader professional landscape.
Departmental Response:
The Department welcomes this recommendation. Implementing a structured alumni engagement strategy, as suggested, would greatly benefit the RMC BA program by providing a feedback loop that ties graduate outcomes directly to curricular improvements. Tracking alumni's career trajectories in both the military and civilian sectors through clear metrics and collecting qualitative feedback would also offer a comprehensive view of how well the program prepares students for real-world challenges. Using tools like surveys, interviews, and focus groups to capture diverse perspectives ensures that the data is robust and inclusive. When integrated into the program's continuous improvement cycle, this feedback would refine the curriculum and experiential learning components. It would also strengthen RMC’s alignment with the dynamic needs of CAF and the broader workforce.
Dean’s Response:
I support this recommendation, which aligns with a College-wide emphasis on ensuring that its academic programming continues to address the CAF’s needs for future officers. The work of implementing a structured alumni engagement strategy could be recognized as a departmental service role.
Implementation Plan
| Recommendation | Proposed Follow-up and Resource Implications | Responsibility for Leading Follow-up | Timeline for Addressing Recommendation |
|---|---|---|---|
| 1. Explore prospects to provide students and faculty with experiential learning within the military and civilian sectors. |
|
Department head, Management, in coordination with Departmental faculty |
Beginning of Fall 2025:
|
| 2. Explore enhancing collaboration between RMC’s MBA and BAdmin programs. |
|
Department head, Management, in consultation with the chair, MBA, and the chair, graduate studies |
Winter 2026
Winter 2026
Summer 2026
|
| 3. Develop a mechanism for maintaining regular contact with alumni and engaging them in the BA programs - in order to gather feedback on career opportunities for the students, coaching opportunities for them, as well as suggestions for curriculum and program improvement. |
|
Department head, Management, in consultation with Departmental faculty |
Winter & Spring 2026
|
Conclusion:
The ERC Report provided positive feedback on the outcomes of the BAdmin degree and confirmed that it is a successful program that blends a foundation in liberal arts with specialized business knowledge. However, the ERC did identify areas that had room for improvement, and RMC is, or has already taken, taking steps to address the issues raised. RMC will continue to work toward program enhancement and improve student success in the BAdmin program.
The Dean of Social Science and Humanities, in consultation with the Program Chair for BAdmin, is responsible for monitoring the Implementation Plan.