New Brock Centre

The Brock centre was later renamed Alphie's Trough after Alfred, the horse given to General Brock by Sir James Craig.

Physical Education Centre Plans

Site Plan for the Physical Educaiton Centre and future athletic sites. Note the proposed ice rink, track and tennis courts. This site plan would have been made c. 1969.

Physical Education Centre Layout

Site Plan for the Physical Education centre and surrounding landscapes.

Physical Education Centre

Closer view of the site plan for the Physical Educaiton Centre.

Aquatic Centre Pillars

Work on the giant concrete pillars found in the Eleanor Misener Aquatic Centre.

Aquatic Centre Construction

Pouring the concrete in the construction of the Eleanor Misener Aquatic Centre.

Aquatic Centre Foundation

The steel, rock, and conrete foundation of the Aquatic Centre.

Aquatic Centre Walls

Construction of the concrete walls and pillars for the Aquatic Centre progress.

Community Care Access Centre accountability reforms: executive director perceptions /

The purpose of this study was to explore how four purposefully selected executive directors of Community Care Access Centres (CCACs) understood the idea of accountability, and how they viewed the accountability reforms that had been imposed on their sector of health care over the previous three years. Data were collected through personal interviews and a reflective journal. An analysis of key documents and the reflective journal informed the data analysis. The findings suggest that executive directors perceive that accountability relationships have shifted since reforms have been implemented. They noted that CCACs have become more accountable to the provincial government at the expense of accountability to the local community. From their perspective, the demand for greater standardization and bureaucratization has left fewer opportunities to adapt programs to meet particular community needs and has slowed the ability to respond quickly to community inquiries and concerns.

Introducing e-learning in a large multisite academic health sciences centre: a case study of e-curriculum planning and educator support /

This qualitative study investigated how a team of 7 hospital educators collaborated to develop e-curriculum units to pilot for a newly acquired learning -r management system at a large, multisite academic health sciences centre. A case study approach was used to examine how the e-Curriculum Team was structured, how the educators worked together to develop strategies to better utilize e-leaming in their ovwi practice, what e-curriculum they chose to develop, and how they determined their priorities for e-curriculum development. It also inquired into how they planned to involve other educators in using e-leaming. One set of semistructured interviews with the 6 hospital educators involved in the project, as well as minutes of team meetings and the researcher's journal, were analyzed (the researcher was also a hospital educator on the team). Project management structure, educator support, and organizational pressures on the implementation project feature prominently in the case study. This study suggests that implementation of e-leaming will be more successful if (a) educators involved in the development of e-leaming curriculum are supported in their role as change agents, (b) the pain of vmleaming current educational practice is considered, (c) the limitations of the software being implemented are recognized, (d) time is spent leaming about best practice, and (e) the project is protected as much as possible from organizational pressures and distractions.