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.

The effects of day care at the kindergarten level : day care centre versus in-home care

Two groups of nonmaternal day care providers, one made up of in-horne caregivers, and the other of providers of day care in centres, were asked to focus on their goals for the children in their care. A group of kindergarten teachers was asked to consider any differences they noticed in children in· the two types of day care mentioned above. It was found that in-horne caregivers, through flexibility, meet the developmental goals of the children in their care. Providers of tlay care in centres used a more structured and social program in order to meet the overall developmental goals for the children in their care. It was found that the kindergarten teachers noticed differences in the children in their classes in terms of their attitude and social behaviour. The type and quality of care were seen as possible influences on this outlook of young children in kindergarten. The one common element that each group highlighted with respect to the effects of day care at the kindergarten level was the important role of the family in the child's development not only in day care, but also in kindergarten class. There is still a strong need to determine the effects of various types of day care at all levels, and specifically at the kindergarten level. The more the kindergarten teacher is able to understand about the child's day care experience, and his or her own life,the better off these children in day care will be. This study confirmed both the importance of quality in child care, and the important role of the family in the child care decision.

Merritton Pen Centre Lions photographs, 1960.

Two black and white photographs of the Merritton Pen Centre Lions, dated 1960. One photograph is of the team, and the other one is of the pitching staff. The photograph of the team includes Bill Colbey (Lions Club), Jack McFadden, Bob Sunderland, Gary Blank, John MacDonald, John Davis (Coach), John Dempsey, Art Barclay, Frank Krsul, Percy Gilligan (Pen Centre), Terry Saxton, George Krusl, Dave Morris, Ian MacDonald (Mgr), Pete Holowchuk, Bernie Stubbert, Bill Hicks, Jim Thomson (Bat Boy), George Depitris (Property) and Charlie McGuire. Jim Hale is absent. The photograph of the pitching staff includes John Dempsey, Art Barclay and John MacDonald.

Burgoyne Centre for Entrepreneurship fonds

An Entrepreneurship Centre was established at Brock University in 1988 as a joint venture between the University and the City of St. Catharines. In Januaray 1989, a generous donation was made to the Centre by the Burgoyne family, proprietors of the St. Catharines Standard. The Centre subsequently became known as the Burgoyne Centre for Entrepreneurship (BCE). The Centre’s mission was to “promote excellence in research, education and training for entrepreneur development and new venture creation”. To achieve this objective, it was necessary for the BCE to become a community focal point and serve as a link between academic, private and government sectors in the Niagara Region that were involved in entrepreneurial activities. This was primarily done with the provision of educational programs offered through cooperating organizations. Funding for the Centre came from multiple sources, including fees for services and contract research, endowments and grants, as well as Brock University. An Advisory Council, composed of local prominent businesspeople and chaired by Henry Burgoyne, assisted the Centre with promotion and fundraising. The partnerships established by the BCE with other community bodies such as the Lincoln County Board of Education and the Niagara Region Development Corporation resulted in important collaborative community initiatives such as the Niagara Enterprise Agency and the New Enterprise Store. Such collaborations increased the Centre’s profile without duplicating or competing with services offered by existing agencies. The BCE was also instrumental in establishing an entrepreneurship curriculum for secondary school students, and collaborated with the Faculty of Education at Brock University to offer an Ontario Secondary School Entrepreneurship Specialist Teaching Certificate Program to teachers. As the BCE became more prolific in the community, and the iniatives it fostered in the community began to thrive, the Centre’s leadership required the authority to make instantaneous decisions. This was at odds with the hierarchical structure of the University, to which the BCE was accountable. Ultimately, this situation led to the demise of the Centre. The university focused its efforts on academic research and undergraduate courses, while the community partners took responsibility for any joint programs.

Management Material: Understanding the Contradictory Perspectives of Lower Level Managers in a Canadian Call Centre

Call centres have emerged during a time of rapid technological change and represent a form of ready employment for those seeking to replace or supplement "traditional" forms of employment. Call centre work is considered characteristic of the kinds of service work available in the new economy. This paper examines the experiences and practices of lower level managers in a call centre in southern Ontario. Findings are based on analysis of semi-structured interviews. The findings suggest that lower level managers resolve the contradictory social space they occupy by aligning themselves primarily with more powerful executives, in part because they know this might lead to increased job security. The implications of this trend for building a strong labour movement capable of combating neoliberal discourses regarding the need for work restructuring are discussed.

The Spirit of Hope: Research Centre Named in Honour of Father Sean O'Sullivan

An article in "Community Contact" (a publication by St. Joseph's Hospital, St. Joseph's Community Health Centre, and St. Joseph's Health Care Foundation) discussing the naming of the Father Sean O'Sullivan Research Centre. The article describes the time Father Sean spent at the hospital and his battle with leukemia.

Doit-on soutenir le système de péage urbain implanté dans le centre de Londres?

Rapport de recherche

Impacts d'une hausse des frais de scolarité universitaire au Québec.

Rapport de recherche