Men's Basketball Team (1970-71)

Front left team member John Corlett is currently (2008) Dean of the Faculty of Applied Health Sciences

Cross Country Team (1970-71)

From Left to Right: Terry Neal, Doug Bowers, Art Wiebe, Gord Merrill, Dave Viney

1970-71 Curling Team

1970-71 Brock curling team in action. From L to R: Rob Kelly, John Donald, and John Goodwin

1970-71 Hockey Team

1970-71 Brock Generals Hockey team. The members from left to right - Back row: Tom Kearney (trainer), Joel Finlay, Tony Grey, Gregg Carrigan, Craig Morrison, Pat Moroney, Rick Charron, Jim Swain, Bill Fuller, Barry Hopkins, Mike McNiven, Rick Sullivan, Ed Barszcz, Phil McCann, Randy Oiling (Manager), Al Kellogg (Coach). Front row: Wayne Butt, Ron Powell, Tim Goodman, Pat McCann, Arkell Farr, Dave Perrin, Gregg Law. Missing: Jeff Della Vedova.

Part of the 1970-71 Hockey Team

Likely a photo of Jim Swain, Tony Grey, Ron Powell, Barry Hopkins, and Joel Finlay circa 1971. (From Left to Right) Second from the right remains unknown.

Part of the 1970-71 Hockey Team

Likely a photo of Rick Charron, Wayne Butt, and Mike McNiven. (From Left to Right) circa 1971

Part of the 1970-71 Hockey Team

Likely a photo of Rick Sullivan and Phil McCann. The man on the left remains unknown.

Women's Coxed Eight (1970-71)

with coach Tony Biernacki

Varsity Men's Coxed Eight (1970-71)

with coach Tony Biernacki

Junior Men's Eight (1970-71)

Rowing down the course.

1970-71 Rugby Team

Back Row: ?, John Stokes, Jim Brandford, Geoff Cudmore, Mike Nictota, Dave Iogna, Mike Cocca, Mike Taylor Front Row: ?, Rob Kelly, Alun Huges, Dave Underhill, Ken White, Joe ?, Mike ?, Jim Robinson

Transforming curriculum leadership: vice principals in independent Christian elementary schools /

The literature on the vice principalship characterizes the position as one filled with clerical record keeping and student discipline and paints a picture of role conflict and general discontent. Research suggests that vice principals desire to take on a more significant role, specifically a role in curriculum leadership. Using open-ended interviews, a focus group interview, document analysis, and my research journal, I have explored the work ofa group of vice principals who have taken on the role of curriculum leader in independent Christian elementary schools in Ontario. When asked to explain their understanding of curriculum, the participants referred to written programs of study. However, their leadership activities reveal a broader understanding of curriculum as something that is in fact dynamic in nature. This leadership is enabled and shaped by their middle position on staff that combines the authority of an administrator and the credibility of a teacher. Although this dual identity creates tension, it also provides opportunities for genuine curriculum leadership. As middle leaders, the participants in this study often pull together or connect elements of the curriculum (teachers, principals, and programs) that have become separated. Such connective leadership is characterized by transformational (Van Brummelen, 2002) tendencies. This research suggests that the further along the continuum one goes from the understanding of curriculum as planned (Eisner, 1994) to acknowledging a lived curriculum (Aoki, 1993), the more transformational one's leadership style becomes.

The problem of national integration in plural societies : a case study of Pakistan, 1947-71 /|nMuhammed A. Quddus. -- 260 St. Catharines [Ont. : s. n.],

Pakistan had a plural society per excellence. Its people were divided geographically between two separate regions, spoke different languages, had different cultures and economic structures. Like other plural societies elsewhere, Pakistan also faced the problem of national integration. Cleavages along the lines of traditional attachments are fundamental to any plural society, as they were in Pakistan. But their political manifestation could have been kept within managable limits if the Central Government, overwhelmingly composed of the West Pakistanis, was seriously committed to the task. All that Pakistan needed to maintain her integrated existence was deliberate, calculated and conscious efforts on the part of the Central Government to give the Bengalis, the majority linguistic and geographic group in the country, a partnership in the state of Pakistan, an effective power in the decision-making process of the country, a reasonable share from the economic resources of the country, and to show respect to their hopes and aspirations. In addition, Pakistan needed a national platform to bring her divergent linguistic and geographic groups toge~her for some common, national purpos~s. Political parties were the only institutions which could have served this purpose. Pakistan miserably failed to sustain national political parties and failed to satisfy Bengalis' demands. This failure eventually resulted in the falling apart of the political system of Pakistan in 1971.