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Implementing Innovative Mental Health Supports and Services at a Post-Secondary Institution
Get PDFIn 2020, the Government of Ontario published a report entitled In It Together: Foundations for Promoting Mental Wellness in Campus Communities. This document outlines that the priority of post-secondary institutions should be the health and well-being of students by ensuring that students receive the supports they need to be successful. Most importantly, the document outlines a community approach needed for students to access mental health supports and services on their campuses. Many post-secondary students are becoming increasingly aware of their own mental health needs prior to enrolling at university or college. This has resulted in a culture on post-secondary campuses that is quickly changing, as the mental health needs of students are becoming more demanding and diverse. Not only do students require access to traditional health services such as doctors, nurses and counsellors, but post-secondary institutions need to continually find innovative ways to address students’ mental health challenges. This Organizational Improvement Plan (OIP) will explore a problem of practice (PoP) that asks the following: how can UniversityA can engage students, staff and faculty in supporting the mental health needs of students? To address the PoP, UniversityA will explore changes related to providing innovative student engagement, creative staff and faculty engagement, and a greater focus on diversity-related approaches to providing mental health supports to students. To address these changes, a combination of transformational, servant, adaptive, and distributed leadership approaches will be utilized to lead stakeholders and members of the change implementation team. Lastly, the next steps and future considerations will include funding dedicated to mental health, support for online students, and the continued development of a whole-community approach to support the mental health needs of students
Towards Sustainable Mixed Reality Technology Institutionalization at a Major Urban College in British Columbia, Canada
Get PDFThe organization at the centre of this Organizational Improvement Plan, College X, is a publicly funded college located in a major urban centre in British Columbia, Canada. The problem of practice is the inconsistent implementation for disruptive technology—mixed reality (MR). Currently, faculty are in charge of integrating MR into andragogy. Decisions that enable or hinder MR institutionalization are made by administration; faculty needs and administration support are not necessarily aligned. Failed institutionalization not only deprives learners of the opportunity to acquire digital literacy skills but also threatens institutional legitimacy. Within his role as a program leader, the author proposes a conceptual framework for digital transformation: towards sustainable technology institutionalization (TSTI). Drawing upon an adaptive approach to change (Cawsey, Deszca, & Ingols, 2020), TSTI is influenced by the concerns-based adoption model for technology adoption (Hall & Hord, 2015; Hord, 1997), authentic leadership (Begley, 2001, 2004, 2006; Gardner, Cogliser, Davis, & Dickens, 2011; Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008), and distributed leadership principles (Gronn, 2008; Rogoff, 1995; Spillane, 2006); viewed through a functionalist lens (Garner, 2019; Stepnisky, 2019); and influenced by neoinstitutionalism theory (Meyer & Rowan, 1977; Powell & DiMaggio, 2000, 2012). The plan leverages the digital capabilities maturity model (Uhl, Born, Koschmider, & Janasz 2016) to monitor and assess digital transformation and MR institutionalization. Over time, TSTI will help College X to concurrently achieve its vision of transformative learning and its mission to create positive futures by providing sustainable and applicable education (College X, 2016). This plan presents an organizationally sustainable, coordinated implementation strategy
Addressing the Overall Dissatisfaction of the First-Year Student Experience in University
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The concept of student experience has caught the attention of administration in postsecondary institutions, so much so, that they have dedicated departments that deal entirely with the experiences of students on campus. This Organizational Improvement Plan (OIP) addresses the students’ overall dissatisfaction with their first-year university experience. The focus of this OIP is to provide a solution that will improve the overall experiences that students have. The OIP begins by introducing the organization through a PEST analysis and provides a framework for the problem of practice, utilizing secondary data that is publicly available. Utilizing structuralist theory as the theoretical lens and guided by theory on student experience, transformational leadership will be employed to ready and implement change at University X. To manage resistance and anchor the changes in the organizational culture, a shared leadership approach will be adopted by the change team. This perspective will be present throughout the organizational readiness, plan development and implementation stages, to ensure that there is progressive movement towards a solution that will improve the student experience. The OIP concludes with a solution to improve the student experience by enhancing student engagement, developing appreciative advising and providing alternative teaching approaches for faculty. Methods for monitoring and evaluating the change process will also be incorporated to ensure sustainability. In addition, a communication plan will be introduced, intended to keep all the stakeholders informed of the changes, the successes and the short-term wins, to create positive momentum and to set the stage for future change.
Keywords: student experience, transformational leadership, shared leadership, student engagement, structuralist theory, appreciative advising and teaching abilitie
Rekindling Embers of the Past with Technologies of Today: Increasing LMS Adoption at an Ontario Secondary School
Get PDFThe motivation behind this organization improvement plan is to reap the benefits of online learning, enhance teaching and learning, and consequentially increase student achievement. This organizational improvement plan addresses a problem of practice in an Indigenous ministry inspected secondary school in Central, Canada. Indigenous people are achieving fewer and lower levels of educational attainment compared to non-Indigenious counterparts and Indigenious students in the community this OIP is situated are likewise at-risk of widening this gap (Statistics Canada, 2011; Deloitte, 2018). To narrow this gap, this school is centered on using technology to pay tribute to the past. Online learning offers organizations a variety of teaching and learning benefits. In pursuit of enhanced outcomes, more and more K-12 organizations are attempting to adopt a Learning Management System; however, instead of experiencing the promised potential of online learning, organizations are receiving frustrations and lackluster results. The leadership approach selected to drive forward change in this endeavour is the adaptive leadership approach complimented with characteristics of situational leadership. The change path model is selected as the framework for leading the process of organizational change. Additionally, the plan, do, study, act model serves as the model for change. Collectively the change path model in tandem with the plan, do, study, act model and former leadership approaches all work together to implement, evaluate, and communicate the change
Dire et lire l’érotisme dans les productions culturelles francophones: Actes de la Journée d’études du GRELCEF Western University, le 17 novembre 2017
No full textCet ouvrage collectif se fait l’écho de la journée études « Dire et lire l’érotisme dans les productions culturelles francophones » qui a été organisée conjointement par le Département d’études françaises, de l’Université Western, au Canada, et par le Département de Lettres Modernes, de l’Université Félix Houphouët-Boigny, en Côte d’Ivoire, le 17 novembre 2017.
Le premier objectif de cette journée d’études était de clarifier, après confrontations, les acceptions sur l’érotisme ; le second, de proposer des orientations nouvelles sans céder à quelque forme de sexualité ayant partie liée avec perversité et/ou obscénité.https://ir.lib.uwo.ca/grelcef_proceedings/1000/thumbnail.jp
Case 5 : The Precision of Aid: Remembering the Forgotten Disease in the Horn of Africa
Get PDFThe district of Burao, Somaliland is in its 16th epidemiologic week in the midst of a cholera outbreak. The Somaliland Ministry of Health, in need of emergency relief, has requested that humanitarian organizations come to its aid. Eve Tinuviel has been deployed to Burao as a member of the Canadian Red Cross, where she serves as a global health advisor responsible for emergency health services. Eve’s main responsibility is to analyze disease surveillance data, triangulating data from different sources. A Health Cluster Coordination meeting amongst different health and humanitarian organizations reveals gaps in the epidemic response. The scarcity of resources and volunteers, and more importantly the incompleteness and inadequacy of the passive surveillance data, threaten Eve’s ability to trace newly affected individuals, identify the origins of the disease and develop strategies to help the affected communities
Case 6 : No Fixed Address: A Cost-Effectiveness Analysis of a Program to Prevent Psychiatric Discharge to Homelessness
Get PDFNajwa D\u27Souza, the CEO of Hampden Health Care, is looking for an intervention that will reduce the rate of discharge to homelessness from the psychiatric units at her hospitals. She is presented with the No Fixed Address (NFA) program as a possible solution. This intervention is a multipronged, hospital-based intervention that provides support to psychiatric clients who are either experiencing homelessness or are at risk of homelessness. To implement the program at Hampden Health Care, hospital staff would refer clients they suspect are at risk of being discharged to homelessness to the NFA program. From there, clients would have the option of receiving streamlined Ontario Works support or seeing a housing advocate who is employed by the local shelter system, Hampden Community House. Excited about the possibilities this intervention holds, Najwa must conduct an economic evaluation to assess the NFA program’s value for money, and support decision making for Hampden Health Care and other relevant stakeholders. Students take the perspective of someone on Najwa’s health economics team. They are given a list of parameters including the types, quantities, and costs per unit of the resources needed for the two interventions being compared (usual care versus NFA program). Students must incorporate the parameters into a model-based economic evaluation comparing the costs and consequences of the alternative interventions. Students are then tasked with working through the rest of the steps to complete a cost-effectiveness analysis
Case 12 : Prioritizing Emerging and Re-Emerging Non-enteric Zoonotic Infectious Diseases: What Should we be Afraid of Next?
Get PDFAs time progresses, new zoonoses make their way to the forefront in the media, in healthcare systems, in government projects, and in the daily lives of Canadians. Prioritization exercises carried out by public health experts can provide an indication for which zoonoses we should be most afraid of next, and ultimately most prepared for, especially in light of impeding changes in climate. Blake O’Neil and Brock Jansen have recently transitioned to new positions with the Health Professionals Guidance Unit at the Centre for Food-borne, Environmental, and Zoonotic Infectious Diseases. Together, they plan to develop health professional guidance documents and tools to aid in the prevention, early diagnosis, and clinical management of various emerging and re-emerging non-enteric zoonotic infectious diseases. To maintain efficiency when creating guidance documents and tools, Blake and Brock have commenced a prioritization exercise to determine which emerging and re-emerging non-enteric zoonotic infectious diseases are of the greatest threat to the health of Canadians as a result of climate change. To date, Blake and Brock have reviewed previously conducted internal and external prioritization exercises; received consultation from the National Microbiology Lab in Winnipeg, Manitoba; undertaken a literature review to explore zoonoses relevant to the Canadian context; and organized an advisory committee composed of external stakeholders from various healthrelated specialties. With the results from the literature review and the input from various stakeholder organizations, Blake and Brock have developed a list of zoonoses to be included in the prioritization exercise. The upcoming federal election tenders a very constrained timeframe for Blake and Brock, specifically for engaging with stakeholders external to the Public Health Agency of Canada. As public servants, Blake and Brock need to ensure government resources are not used for partisan advantage. Therefore, any stakeholder engagement would need to be paused when electoral campaigning begins until a Prime Minister is elected and the Senate and House of Commons resume.
Furthermore, prior to the federal election, Blake and Brock must produce a list of priority emerging and re-emerging non-enteric zoonotic infectious diseases so they can begin developing health professional guidance documents and tools. The pair has only been able to identify two prioritization criteria thus far: measuring the number of incident cases within Canada for each zoonosis and measuring the severity of illness associated with each zoonosis. However, because severity of illness is relatively challenging to define, the pair continues to search for a unit of analysis that adequately represents the criterion. In addition, they must tailor the incidence formula to sufficiently capture the status of the zoonoses in Canada. Blake and Brock are now at a standstill in terms of identifying three additional prioritization criteria, defining what each criterion entails, and how each criterion will be measured
