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Next to the Staff turnover last year, the largest change we've had is in how we apply and manage warnings. In the old days, it was by manually slapping a huge banner on a user's account, writing it up and then manually removing it when the time came. The new approach is simpler and more transparent, for everyone. It's also streamlined to keep the Staff from becoming bogged down in managing warnings.
- A 0% warning can be used if a "warning shot" is needed, with no impact.
- Users may apply a +5% warning to another user via the MilPoints Assessment screen, this falls into line with our users policing users approach.
- At 10% a user is added to a watch list for the staff.
- At 25% a user is moderated (all posts must be approved)
- At 50%+ a user is muted (they cannot post)
- Warnings automatically decay at a rate of 10% per day.
- Each Staff can apply no more than 50% to a given user, on a given day.
- This means any Staff can mute a user immediately, but concurrence from another Staff is required to keep it in place.
- E.G. A user with 70% warning will be unable to post for 2 days, and back to normal usage in 7 days.
- A user's entire warning history is displayed on the warning screen.
- Staff can decrease warning % at any time.
- All messages and warnings are logged, this helps any review process.
If you receive a warning that you wish to dispute, PM me and I will look into it. Please do not PM any Staff you see online. We're trying, as much as possible, to streamline how we handle matters like this, and a common approach is what is required.
Any questions, don't hesitate to contact me.
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January 15, 2019 – Petawawa, Ontario – National Defence / Canadian Armed Forces
In support of Canada’s defence policy, Strong, Secure, Engaged, the Government of Canada is providing modern, green and functional infrastructure in which our military personnel can work and train.
Today, on behalf of Defence Minister Harjit S. Sajjan, William Amos, Member of Parliament for Pontiac, announced a project to deliver new and enhanced facilities for the Royal Canadian Dragoons at 4th Canadian Division Support Base Petawawa.
This pilot project represents the first time the Government of Canada will use the integrated project delivery approach for a construction project. This approach offers a unique way to manage construction projects and deliver results faster, by promoting greater collaboration and innovation between industry and the Crown.
Valued at $80.6 million, the project is expected to provide economic opportunities for the local community and generate about 225 jobs during the construction period. It will see the renovation of three existing buildings, and the replacement of eight obsolete buildings with a single, centralized 9,900-m2 facility. These modern facilities will provide the regiment with enhanced vehicle maintenance, storage, logistics and training areas to increase collaboration and support daily operations.
“Through our defence policy, Strong, Secure, Engaged, we are ensuring that the women and men of our Canadian Armed Forces have the tools, facilities and equipment they need to do the important work we ask of them. This project will provide Canadian Armed Forces members with enhanced logistics and training areas to support them in their daily operations. This new, modern infrastructure will also support our government’s commitment to fighting climate change while providing good, middle class jobs for local residents.”
- Harjit S. Sajjan, Defence Minister
“This project represents a great investment for the Royal Canadian Dragoons, as well as the wider Ottawa Valley and Pontiac regions. By replacing aging infrastructure with updated green facilities, we’re increasing our military’s capabilities, lowering our carbon footprint, and creating jobs and economic opportunities for Eastern Ontario and Western Quebec.”
- William Amos, Member of Parliament for Pontiac
- Formed in 1883, the Royal Canadian Dragoons is the most senior armoured regiment of the Canadian Army.
- The integrated project delivery approach is more innovative than traditional delivery models, and has been used to successfully deliver private sector infrastructure projects.
- The Crown, the designer and the builder have formed an integrated project team, and will establish goals and make project decisions together throughout the project. Emphasis on collaborative, early project planning has the potential to shorten the construction phase and deliver the project faster and at a better value.
- On behalf of DND, Defence Construction Canada (DCC) awarded the construction and design contracts to PCL Constructors Inc. and Architecture49 Inc.
- Initial design and planning are expected to be completed by fall 2019, with construction and renovations expected to begin by spring 2020. The facility is expected to be completed in 2021.
- The new building will meet Leadership in Energy and Environmental Design (LEED®) Silver standards and save an estimated $4.6 million in operations and maintenance costs over 40 years.
- This and other green projects will help Defence reduce greenhouse gas emissions from buildings and non-military vehicles by 40 percent (from 2005 levels) by 2030, and support the new federal emissions reduction target of 80 percent by 2050.
- DCC is a Crown corporation that delivers infrastructure and environmental projects for the defence of Canada. It provides contracting, construction contract management and related infrastructure services to DND.
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Here's your big chance
Royal Military College of Canada
Established in 1876, the Royal Military College of Canada (RMC) is a bilingual military-civilian university that is proud of its heritage of producing leaders for the Canadian Armed Forces (CAF) and Canada. Its mission is to produce officers with the mental, physical and linguistic capabilities and the ethical foundation required to lead with distinction in the CAF. Its role is multifaceted and unique, and it is dedicated to the education and development of leaders committed to serving Canada through a programme that consists of four components: Academics, Military Leadership, Physical Fitness and Bilingualism. Located in the historic City of Kingston, against the beautiful backdrop of Lake Ontario, RMC has approximately 200 faculty, 400 staff and 3,600 part-time and full-time graduate and undergraduate students (on-campus and distance learning) in the Faculties of Arts, Science and Engineering.
The Principal is the academic leader of RMC accountable for defining the academic policy and frameworks for the College and for the operation of all academic and second language activities of the institution. The Principal provides the corporate leadership for the development and execution of the strategic concepts, planning and broad executive management necessary to maintain the long-standing tradition of the College as an institution of academic excellence. The Principal represents RMC both nationally and internationally, working to maintain and further promote the College as an accredited university of academic excellence. The Principal is also the senior academic advisor of the CAF.
The Principal works within the structure of the CAF where the command structure supports the generation and operation of military resources. As a corporate leader of a hybrid military-civilian university within this command structure, the Principal must navigate the affairs of the university through the chain of command. The Commandant is the senior military officer, whereas the Principal is the senior academic officer.
Closing date: February 6 2019
Please click here for details: https://www.ipac.ca/iPAC_EN/Jobs/Boyden_06.aspx
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Call it hazing. Call it initiation ritual. Call it tradition.https://www.cbc.ca/news/opinion/hazing-military-1.4962270
It could be a private school, or a sports team, or a military unit. St. Michael's College School. Upper Canada College. The Ontario Hockey League. The Royal Winnipeg Rifles or the Canadian Airborne Regiment.
Psychologists have many theories about why brutal and sadistic power rituals of this nature still exist in our supposedly civilized society. But the glaringly obvious fact is that they almost always involve men, in all- or mostly-male organizations, whose members believe that they are superior due to an embroidered badge sewn on their blazer, their sweater or their uniform.
Take a number of young males and form them into a unit or team of some kind, put them through physical and mental stress via rigorous learning, sports and athletic or field training, all while constantly stressing to them that they are superior — that the rules don't apply to them, that those who are not part of the group do not and cannot understand them, and sooner or later you'll have misogyny, racism and atrocity. (Don't forget to give them an embroidered badge.)
The military is the acme of this.
It is perhaps notable that all these organizations, which are supposedly intended to create leaders and to enable individuals to rise to their full potential, are in fact obsessed with conformity. Any form of individuality is beaten down, and initiation rituals are an means to the end. Get with the program, or suffer the consequences. Of course the staff, administration, officers and other leaders routinely claim they knew nothing of what was going on after the fact, and profess shock and dismay.
While I personally was never physically abused during my four decades of service as a reservist, there were many occasions on which my refusal to take part in traditional rituals caused me personal humiliation, intimidation and threat. Many of these stemmed from my refusal to drink alcohol; others were caused by my refusal, as an atheist, to take part in what were compulsory religious services.
To this day I vividly recall being pushed back against the mess bar by a choleric major who jabbed his finger into my chest and bellowed: "If you want to be an officer in this regiment you'd damn well better learn to drink like one!" I was rescued by the steward, a war veteran named Corky Ayers, who refused to pour a drink for me and told the major so. I endured many such incidents.
Admittedly, that is not anywhere near as bad as being allegedly buggered by a broom handle, or beaten with a hockey stick, but the mentality behind it is the same: either get with the program or be an outcast. It's a guy thing, and until we find a way to deal with that, it will continue to occur.
Imagine a Canada in which we had never segregated education, sports or the military. No boys' schools, no girls and boys teams, and women and men were equal in the Forces from the beginning. Would we have the same degree of problems with hazing, intimidation or sexual assault?
We men have to own up to a very simple fact: it's our fault. And therefore, only we can really do anything about it. We must look closely at how we raise our sons, and teach them that they are human beings first, and men second. We must show them that they prove their manhood by respecting, not abusing, other people, men or women.
Perhaps we need to take drastic measures: re-organizing sports, or private schools, with gender-equality in mind. We must demand that the Forces take meaningful steps to eradicate all these hazing "traditions" and fixation with conformity. The Charter and the Supreme Court have made it clear what "the program" should be. Let's make them get with it. If Canada is indeed going to lead the world in this century, this would be a good place to start.
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