Per 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 graduate programs offered by the Faculty of Engineering for MSc, MASc, MEng and PhD in Chemistry and Chemical Engineering. This report identifies the significant strengths of the programs, along with opportunities for improvement and enhancement, and sets out and prioritizes the recommendations 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 Program Review Process:
The Department completed the Program Self-Study Report on or about 11 December 2023. For the programs under review, MSc, MASc, MEng and PhD in Chemistry and Chemical Engineering contained the degree level expectations for these programs, an analytical assessment of the programs, 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. Carlos Filipe, PhD, Department of Chemical Engineering, McMaster University and Dr. Charles Dubois, PhD, Department of Chemical Engineering, Polytechnique Montréal) were selected from a list of possible reviewers and approved by the Deans of Graduate Studies. An internal reviewer, Dr. Ali Ghanbarpour-Dizboni from the Faculty of Political Science and Economics, was also selected for participation in the ERC. They reviewed the self-study documentation and conducted an on-site visit to RMC from 14 to 15 November 2023.
During the site visit, the External Review Committee (ERC) met with the VP of Academics, the VP of Research, the Director of Quality Assurance, the Dean of Engineering, the Dean of Graduate Studies, the Head of the Chemistry and Chemical Engineering department, both the military and civil faculty members as groups, laboratory technicians, alums, post-graduate students registered in the programs under study, and the Chief Librarian.
The reviewers submitted their report on 19 February 2024. In their report, the ERC stated that the Graduate Program provides excellent education and training for Chemistry and Chemical Engineering Graduate Students.
Significant Strengths and Weaknesses of the Program:
The ERC identified several strengths of the graduate programs in Chemistry and Chemical Engineering:
- Deep passion and commitment from the department to delivering quality graduate level programs;
- Programs are structured to meet the objectives and desired learning outcomes;
- The programs are similar to other engineering graduate programs across the country; and
- Quality, dedication and investment of faculty members and department.
The ERC identified some areas of improvement for the graduate programs in Chemistry and Chemical Engineering:
- Expressly reflect the importance the institution places on innovation and discovery;
- Harmonize various services for all students in the program;
- Consider substantially decreasing potential course offerings;
- Monitor the progress of graduate students;
- Increase the support to very active research groups; and
- Create a one-stop service at RMC for supporting graduate students.
The Program Chair consulted with the program's faculty and staff and submitted a response to the ERC Report on 17 June 2024. The Dean of Graduate Studies prepared this Final Assessment Report on 26 July 2024. Specific recommendations are discussed, followed-up actions and timelines are provided.
Summary of the Reviewers’ Recommendations with Dean’s Responses
The ERC identified several areas for improvements or issues that require attention. Discussions on the issues are in the order in which they appear in the ERC Report:
Recommendation 1
Expressly reflect the importance that the institution clearly places on innovation and discovery by including it in the mission statement of the institution. This will provide better alignment between the work of the programs and the mission of the institution.
Departmental Response:
The RMC Mission Statement is posted on the website (www.rmc.ca): "As a military university, the Royal Military College of Canada educates, develops, and inspires bilingual, fit, and ethical leaders who serve the Canadian Armed Forces and Canada.”
The Department cannot unilaterally alter the mission statement and only request it from the Dean of Graduate Studies (DGS).
Action Item:
The Department of CCE requests that the DGS suggests to the Senate of RMC, or other appropriate body, to add “innovation and discovery” to the mission statement.
Dean of Graduate Studies’ Response:
While the Dean of Graduate Studies (DGS) can appreciate the ERC and the Department's desire to ensure that our mission statement accurately reflects our goals and values, the DGS can not accept this recommendation and feels it is inappropriate for an IQAP review that should concentrate on the programme's quality and not necessarily the Mission Statement of the College.
The current mission statement embodies the core principles and objectives that guide our institution in fostering exemplary leaders for our nation.
Neither the Department nor the DGS can unilaterally modify the College’s mission statement. Any proposed changes must undergo a formal review and approval process. This process ensures that any adjustments to the mission statement are thoroughly considered and aligned with RMC's overarching goals. It is my opinion that modifying the College’s Mission Statement goes beyond the scope of an IQAP final assessment reports and its associated implementation plans.
Recommendation 2
Harmonize access to various services, specifically for health care and with a focus on mental health, for all students in the program, both military and non-military. The marked difference in access to these resources is a barrier to creating an atmosphere of inclusion for many graduate students, which impacts their success and the success of the program.
Departmental Response:
The Department drafted a briefing note (BN) in December 2023, which was forwarded to the Division of Graduate Studies. The Department wholeheartedly agrees that access to resources is a barrier for many graduate students and is still very interested in pursuing this file to get supplementary health benefits for all graduate students.
Dean of Graduate Studies’ Response:
The DGS acknowledges the Department’s thoughtful response to the recommendation regarding harmonizing access to various services, particularly health care and mental health support, for all students in our program. I appreciate your dedication to fostering an inclusive environment that supports the well-being and success of all our graduate students.
The DGS fully recognizes the importance of equitable access to health care and mental health resources and understands its impact on creating a supportive and inclusive atmosphere within our academic community. However, the DGS requires resources or a mandate to pursue this recommendation independently.
Nevertheless, the DGS is committed to advocating for the needs of our students. The DGS will raise this issue to the appropriate bodies within the College. We must work collaboratively to identify solutions that ensure all students can access the necessary support services regardless of their military status.
Vice-Principal of Academics’ Response:
RMC has a student Success Centre that is committed to being a one-stop shop for all student needs at RMC.
Recommendation 3
We recommend that the program consider substantially decreasing the number of potential courses they offer and ensure that the courses offered are as broad in coverage as possible so that the number of students per graduate course increases. Having more students per course will also have a highly positive impact on building community.
Departmental Response:
The Department concurs that too many courses are listed on the website. Currently, there are fifty (50) courses listed, including seminars. This includes seven (7) in Ammunition IQAP PG 2024 Department of Chemistry & Chemical Engineering 3 Engineering and three (3) general courses, meaning forty (40) courses are listed as options when far fewer are offered. The Department commits to substantially reducing the number of courses listed on the website. In addition, the Department has recently voted to reduce the total number of courses for graduate degrees, and the motion is now being moved to the Graduate Studies Committee for approval. The SSR identifies five (5) courses for the Master's level plus three (3) additional for the PhD, while the reduced load is four (4) for the Master's level plus one (1) extra for the PhD.
A June 2024 faculty survey identified the following 17 courses for removal: 509, 513, 517, 521, 525, 527, 531, 537, 543, 547, 567, 573, 575, 587, 591, 593, and 595. These courses are associated with retired professors or are no longer offered. Removing these courses will give prospective students a more realistic picture of options and allow new faculty to propose their own. The Department commits to eliminating the courses mentioned above from the calendar.
The Ammunition Engineering Program involves eight (8) courses and a project (PR500). This will remain the same as it was mandated by the sponsor.
Dean of Graduate Studies’ Response:
The DGS supports the Department's efforts to address the excessive number of courses listed on the departmental website. He appreciates the Department’s commitment to ensuring that the course offerings are clear and realistic for prospective and current students.
The Dean concurs with the Department's assessment that maintaining an extensive list of courses, many of which are no longer offered, needs to accurately reflect the academic options available. The Department's plan to reduce the number of listed courses is a positive step toward providing a more precise and streamlined presentation of the Department's offerings.
The Dean commends the Department's recent vote to reduce the number of courses required for graduate degrees. Simplifying the course load for Master's and PhD programs can significantly benefit our students by allowing them to focus more intensely on fewer but more impactful courses. This adjustment aligns well with the Department's Self-Study Report's recommendations.
The identified removal of 17 named courses is a sensible approach. This action will help present a realistic picture of the Department's current offerings and will provide room for new faculty to introduce contemporary courses relevant to their expertise.
Regarding the Ammunition Engineering Program, the Dean understands that its structure, involving eight courses and a project (PR500), is mandated by the sponsor and will thus remain unchanged. This program's requirements are crucial and must be communicated to ensure compliance and clarity for the students involved.
The Dean looks forward to the motion to reduce the number of courses for graduate degrees to the Graduate Studies Committee for their review and approval. These changes will enhance the overall academic experience for our students and better align our offerings with the Department's current capabilities and faculty expertise.
Recommendation 4
The office of the Dean of Graduate Students (DGS) and the Department must develop a formal, clear, and well-documented process to monitor the progress of graduate students as they go through critical milestones in the program. Supervisory committee meetings should occur with a predefined frequency (for example, once a year), and a process should be implemented for the office of the DGS to have visibility that these meetings took place and what feedback is given to the students by the committee. The Department should work with the office of the DGS to implement a formal monitoring process for these key steps and the feedback provided to the students.
Departmental Response:
The Department agrees with the ERC and commits to developing a formal progress monitoring process for CCE graduate students. The Department will use the established graduate studies procedures (see attached) to formalize a minimum reporting threshold linked to registration in the upcoming academic year. The Department drafted "Guidelines, Policies and Procedures" for graduate studies in 2005, updated in 2013 and 2019. The document contains the following text:
The committee's role is to monitor the candidate's progress and ensure that the student is treated fairly and adequately by the supervisor(s). In effect, the committee acts in the candidate's best interest and should meet at least once annually to ensure that the student is progressing appropriately. For each committee meeting, it is suggested that the graduate student prepare a one-to-two-page progress report and a 10-15 min presentation for the supervisory committee. In addition, the supervisor(s) and the student are responsible for completing a progress report (complete Annex B) and submitting it to the Head of the Department after each meeting. It is recommended that the supervisory committee become part of the comprehensive examination committee.
Supervisory committees are recommended for Masters Students but are not mandatory.
The Department commits to reviewing this document to add committees for Masters level students. Efforts will be made to simplify the procedure and reduce the administrative burden, as the method above has yet to be followed in recent years. One possible example would be the “research day” held in April 2024, where undergraduates and graduates presented their work in a conference-style setting. Making this an annual event with mini reports (e.g. via Mentimeter) will be considered. The timing of this event eight (8) months after Masters students start will allow for planning to begin after one (1) term. Timely progress reports will ensure that students who fall behind early can be identified and assisted.
Dean of Graduate Studies’ Response:
The Dean supports the Department's commitment to developing a formal, clear, and well-documented process for monitoring the progress of our graduate students through critical milestones in their programs. The Dean appreciates the Department's commitment to ensuring students receive the guidance and support necessary for academic success.
The Dean wants to inform the reader that the Division of Graduate Studies already has well-established documents requiring the formation of advisory committees and submitting regular progress reports. However, the Dean agrees that there is room for improvement in the monitoring process to ensure consistency and visibility.
To this end, the Dean proposes the following steps:
- Formalizing Meeting Schedules: The Department should establish a predefined frequency for supervisory committee meetings, such as once a year, as the Department suggested. Predefining the frequency will provide a structured timeline for student evaluations and feedback.
- The formalization of the schedule can be achieved by completing the pre-existing "Student-Supervisor Relations" and "Progress Report."These documents are found in the following link:https://www.rmc-cmr.ca/en/intranet/graduate-studies-intranet
- Enhanced Documentation and Reporting: The Office of Graduate Studies will consult with Programme Representatives to review and refine the documentation process for the supervisory committee meetings. The process will include standardized forms for recording the occurrence of meetings, key discussion points, and student feedback. The supervisor will send the forms to the Dean of Graduate Studies office to ensure that a comprehensive record of each student's progress exists in their file.
- Visibility and Accountability: It is essential to implement a system that allows the DGS office to track the completion of these meetings and the submission of progress reports. This system will allow Graduate Studies to monitor compliance and identify students needing additional support or intervention.
- Collaboration and Training: The Department and the office of the DGS will collaborate to ensure that all faculty members are aware of the procedures and understand their roles in the process. Training sessions or informational materials will be provided to facilitate a smooth transition to this enhanced monitoring system.
The Dean is confident that by working together, a formal and effective monitoring process can be implemented to benefit our graduate students and enhance the overall quality of our programs.
The Dean looks forward to collaborating with the departments to develop and implement these improvements.
Recommendation 5
In collaboration with the department head, key research groups, and the Provost, a plan should be developed and implemented to increase the support to very active research groups, as this will directly increase the research output and the quality/reputation of the programs.
Departmental Response:
The Department strongly concurs that additional administrative and management support from the institution would benefit all faculty members but recognizes that decisions to institute these supports are beyond the purview of administrators at RMC (especially at the departmental level). While the Department concurs that this would directly increase research output, the immediate path forward is to try and reduce administrative burden in order to free up time for research.
Dean of Graduate Studies’ Response:
The Dean acknowledges the ERC’s recommendation to enhance support for active research groups. The Dean appreciates how targeted support may boost research output and elevate our programs' quality and reputation.
The Dean proposes the following steps to move forward with this initiative:
- Identify Key Research Groups: The Department should identify the most active research groups with the most significant potential for impactful research. This process could be based on criteria such as current research output, funding levels, and the potential for future contributions.
- Needs Assessment: The Department should conduct a thorough needs assessment for each identified group to understand the specific types of support they would require. This could include administrative assistance, research facility improvements, funding for research assistants, and specialized equipment.
- Develop a Support Plan: In consultation with senior management (VP of Research, VP of Academics) and the key research groups, a tailored support plan for each group could be developed. This plan should outline the needed resources, timelines, and expected outcomes.
- Implement the Plan: Once the plan has been developed, the necessary measures could be implemented to provide the identified support. This may involve reallocating existing resources, seeking additional funding, or enhancing administrative processes.
- Monitor and Evaluate: A system to monitor the effectiveness of the support provided and evaluate its impact on research output and quality will need to be developed. Regular feedback from the research groups will be crucial in making necessary adjustments to the support plan.
- Report Progress: Periodic reports on the progress and outcomes of this initiative will be shared with all stakeholders, ensuring transparency and accountability.
By working together, the Dean is confident that we can create an environment that fosters high-quality research and enhances the overall reputation of our programs. The Dean is committed to supporting this initiative and looks forward to collaborating with the Department, key research groups, and senior leadership to make this vision a reality.
Vice-Principal of Academics’ Response:
Departments can submit briefing notes to the VPA to request a reduction in the teaching load for faculty members that have exceptionally time-consuming research duties. The requests will be assessed on a case-by-case basis.
Vice-Principal of Research Response:
The VPR would welcome the development of support plans tailored to enhance research output and impact. The assessment and approval of the plan will require the development of clear assessment criteria as well as an evaluation in terms of equity, diversity and inclusion. The plans will be assessed on a case-by-case basis.
Recommendation 6
Create a one-stop service at the RMC that supports non-military graduate students in identifying how they can access resources, such as healthcare and immigration.
Departmental Response:
The Department agrees that clearer access to services (especially healthcare, but also immigration, etc.) would enhance civilian graduate student life. The Department does not control the university website, but we will endeavour to streamline links to existing resources and services while continuing to advocate for additional resources. For example, RMC operates a "Success Center" that supports officer cadets and is available to graduate students. It also has links to community resources visible from the main website. The sub-page focuses on events organized by the center (RMC Success Centre (rmc-cmr.ca)), whereas resources are listed under a separate "Family" section. We will provide a direct link from our departmental website and encourage DGS to make similar changes to their website. The Department will continue looking into supplementary health benefits for its graduate students.
Dean of Graduate Studies’ Response:
The Dean supports the Department's plan to include direct links to the RMC Success Centre and other vital services on the departmental website. He acknowledges that it is a practical and beneficial step.
In response to the recommendation, the Division of Graduate Studies will also take the following actions:
- Website Enhancements: We will review our website to ensure that links to important resources, such as healthcare and immigration services, are easily accessible and prominently displayed. This will include a direct link to the RMC Success Centre and other community resources relevant to graduate students.
- Collaboration with the Success Centre: We will work closely with the RMC Success Centre to ensure that information relevant to graduate students is up-to-date and easily navigable. This collaboration will help in providing comprehensive support tailored to the needs of our graduate students.
- Advocacy for Additional Resources: The DGS will continue to advocate for additional resources and support services for graduate students. He will engage with the College senior administration to highlight the specific needs of our civilian graduate students and explore opportunities for expanding available services.
- Supplementary Health Benefits: We will support the Department's efforts to look into supplementary health benefits for graduate students. This may involve gathering information on existing benefits, identifying gaps, and proposing enhancements to better support our students' health and well-being.
By working together, we can significantly improve the accessibility and quality of support services for our graduate students.
Implementation Plan
| Recommendation | Proposed Follow-up and Resource Implications | Responsibility for Leading Follow-up | Timeline for Addressing Recommendation |
|---|---|---|---|
| 1. Amending the College’s Mission Statement |
Add “innovation and discovery” to the College’s mission Statement Work with Teaching and Learning Support to develop these for each program |
Commandant Reason for denial CDA specifically directed Canadian Forces Colleges “not to amend mission statement.” |
Not accepted |
| 2. Harmonize various services for all graduate students | Pursue the opportunity to provide supplementary health care to civilian graduate students. | DGS | Sept 2024 |
| 3. Decrease the potential course offerings on the departmental website | Reduce the number of courses offerings associated with retired professors or no longer offered. A reduction of 17 courses. | Head of Department | Sept 2024 |
| 4. Clear and well-documented process to monitor progress of students in the program. |
Use the pre-existing well-established processes. |
Head of Department DGS to monitor compliance. |
Ongoing |
| 5. Increase support to very active research groups. |
|
Head of Department |
July 2025 |
| 6. One-stop services to non-military students | Update grad studies website | DGS/ADGS | Ongoing |
Conclusion
The ERC Report provided positive feedback on the outcomes of the graduate programs in Chemistry and Chemical Engineering. It confirmed that the RMC is delivering programs consistent with other comparable institutions in Ontario. However, the ERC identified areas with room for improvement, and RMC has already taken steps to address some of the issues raised. RMC will continue to work toward program enhancement and improve student success in the graduate programs in Chemistry and Chemical Engineering.
The Dean of Graduate Studies, in consultation with the Dean of Engineering, the Vice-Principal of Academics, Vice-Principal of Research, the Chief Librarian, the Program Chair and the Head of Chemistry and Chemical Engineering, is responsible for monitoring the Implementation Plan.