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"Toronto (Ont.) -- Administration"
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Municipalities and Multiculturalism
The Canadian model of diversity management is considered a success in the international community, yet the methods by which these policies are adopted by local governments have seldom been studied. Municipalities and Multiculturalism explores the role of the municipality in integrating immigrants and managing the ethno-cultural relations of the city.
Throughout the study, Kristin R. Good uses original interviews with close to 100 local leaders of eight municipalities in Toronto and Vancouver, two of Canada's most diverse urban and suburban areas. Grounded by Canada's official multiculturalism policies, she develops a typology of responsiveness to immigrants and ethno-cultural minorities and offers an explanation for policy variations among municipalities.
Municipalities and Multiculturalism is an important examination of the differing diversity management methods in Canadian cities, and ultimately contributes to debates concerning the roles that municipal governments should play within Canada's political system.
eBook
Tales of Two Cities
In this thought-provoking book, Sylvia Bashevkin examines the consequences of divergent restructuring experiences in London and Toronto.
eBook
Social Infrastructure and Vulnerability in the Suburbs
Social Infrastructure and Vulnerability in the Suburbs examines how the combination of the low-density, car-centric geography of outer suburbs and neoliberal governance in the past several decades has affected disadvantaged populations in North American metro areas.
eBook
Someone to Teach Them
From the early 1960s to the 1970s, the province of Ontario witnessed an explosion in university enrolment. So dramatic was the increase that there were neither the institutions nor the faculty in place to meet the demand. In response, a dozen new universities from Trent in the southeast to Lakehead in the northwest were established, and faculty had to be recruited wherever they could be found. It was the events and developments of this decade, many argue, that created the university system that exists in Ontario today.
Someone to Teach Themis an insider's account of this period as told by historian John T. Saywell. As Dean of Arts at York University from 1963 to 1973, Saywell witnessed the expansion of the university from 500 students in 1963 to 7000 by 1970, and the many changes it took to accommodate such a change. York managed to recruit the necessary faculty, he writes, but the large number of American instructors led to a radical attack on the so-called Americanization of the universities. Saywell also elucidates the adverse effect that the reduction of government funding and enrolment had on the administration of the university in the 1970s.
Featuring many of the elements of personal memoir, this is also a thoroughly researched account of a critical decade for the history of education in Ontario.
eBook
Faithful intellect
In 1850, Samuel Nelles, a well-educated Methodist minister, was selected to resuscitate the debt-ridden and declining Victoria University. As principal, and later as president and chancellor, he fought against shortsighted government educational policies while making the school into one of the premier universities in Canada. A true academic, Nelles believed in the importance of testing assumed laws, dogmas, and creeds. However his pursuit of intellectual inquiry was always guided by a rational faith in God, as well as the expectation of the future greatness and goodness of humanity. \"Faithful Intellect\" expands the reader's understanding of many of the key intellectual, religious, and political concerns of nineteenth-century English Canada while providing an essential contribution to the study of Canada’s system of higher education.
eBook
King's College: Purpose and accountability in higher education. The dilemma of King's College, 1827--1853
The first university in Upper Canada to receive a royal charter was King's College at York. Although petitions for a university in the colony are recorded in the late eighteenth century, it was not until 1827 that a charter was actually acquired and it was only in 1843 that the university opened its doors to students for the first time. In the meantime, three other universities had opened in the province: Victoria, sponsored by the Methodists, in Cobourg (1842); Queen's sponsored by the Church of Scotland (1842) and Regiopolis by the Roman Catholics (1837) both in Kingston. The story of King's College has been told in part and in varying ways by a number of writers and historians. W. J. Alexander and Stewart Wallace have provided brief, objective, chronological outlines of the major developments in their histories of the University of Toronto in 1906 and 1915 respectively. More recently, historians such as John Moir, Gerald Craig, William Westfall, and Brian McKillop have dealt with the history of King's College in connection with denominational history, the economic, social and political development of Upper Canada, and the transition from constitutional to responsible government. No one, however, has written a full book or dissertation with a primary focus on the history of King's College. This paper is presented in an attempt to provide an account of the founding of King's College and the quandary surrounding its development and ultimate transformation into the University of Toronto. The chronicle is focussed primarily on the political and denominational context and on legislative attempts to resolve the university dilemma. It also examines the roles played by leading political, religious and provincial administrators touching on the university question. The paper traces the history of King's College through the adoption of three university models: John Strachan's pedagogical model, Robert Baldwin's political model and Francis Hincks' compromise model. The discussion encompasses the rationale for the adoption of each and the rejection of the Strachan and Baldwin options.
Dissertation
Hospital restructuring and process redesign: Are we improving our health care systems?
Scarborough General Hospital (SGH) was faced with ongoing funding and bed reductions that resulted in the need to dramatically change the way in which it provided services. By utilizing SGH 's longitudinal database, selected external reviews and internal committee documentation, the effects of the hospital's organizational restructuring and process redesign on access, scope, financial viability, satisfaction and quality were investigated. Findings indicated the hospital's new organizational structure balanced the economy of a centralized model with the flexibility of a decentralized model. The chosen patient centered care delivery model was successful in achieving cross-functional teams, empowerment of staff, expanded roles for registered nurses and registered practical nurses and multi-skilling. Care pathways successfully reduced the length of stay and patient aggregations supported efficient delivery of care. The patient centered care approach brought selected services closer to the patient and maximized the efficient use of resources. The study indicated the hospital's change initiatives were pro-active, creative and effective. Patient's access to services was maintained, scope of services were expanded, measures remained within acceptable levels. The hospital also maintained financial stability and achieved one of the lowest “costs per case” in its peer group throughout the period of the review (1994/95–1997/98). The study identified the hospital's strategy of simultaneously layering multiple change projects, coupled with very aggressive time frames, failed to recognize staffs' need to achieve an appropriate learning curve. Insufficient time was available for staff to incorporate new learning into their personal paradigms and practice patterns. Better alignment of individual change strategies with the overall strategic plan was needed to ensure that the advantages gained would be sustainable. It was concluded that organizational redesign that is well managed over the long term can result in minimal disruption to patient care, maintained access to services and sustained quality of care. Factors identified as affecting successful change include stability of funding, commitment of adequate resources to support the change initiatives and ability to coordinate and link the individual change initiatives into the overall change design.
Dissertation