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Story 29-1 Bill Exley Interview
Get PDFBill Exley of the infamous Nihilist Spasm Band recalls a near brawl while playing at the Victoria Tavern, better known as “The Bucket of Blood.
Story 10-1 Dianne Cunningham Interview
Get PDFAn teenager permanently injured in a car accident becomes known as the Mayor of Richmond Row
A Place to Belong
No full textThis tour will focus on the theme of childhood through the eyes of an orphan. The tour features the childhood recollections of Jean Hough, who grew up in the neighbourhood after losing her parents at a young age. At times feeling at odds with her adoptive family, Jean looked to the wider community hoping to find a place to belong
Blue Collar London
No full textThis tour focuses on three industrial sites, or former industrial sites, of London’s SoHo community
Two People Smiling for Camera 2
No full textTwo people smiling for the camera at launch eventhttps://ir.lib.uwo.ca/hearhereopening/1039/thumbnail.jp
Ariel Talking at Stop
No full textPhoto of Ariel Beaujot talking in front of stop 14https://ir.lib.uwo.ca/hearhereopening/1027/thumbnail.jp
Responding to the Absence of Leadership Education in the Early Years Curriculum
Get PDFThe field of early childhood is in a state of flux. Governments nation-wide are initiating changes, in response to the growing body of research demonstrating that early engagements with children and families creates positive outcomes for the whole community. Due to this evolution, there is a social and political expectation that early childhood professionals act as leaders. Although leadership is necessary as the field evolves, the literature suggests that early childhood professionals are hesitant to enact leadership, as their nurturing and caring characteristics are contrary to those required by traditional leadership models enacted by men. In order to empower early childhood professionals to enact leadership, research recommends a collaborative model of leadership as part of undergraduate preparation. This Organizational Improvement Plan explores a significant problem of practice: there is a political and social expectation that early childhood professionals take on a leadership role, yet there is an absence of leadership education and preparation in the early years curriculum. This problem of practice is explored through a transformational leadership lens, with an emphasis on creating a vision for change by empowering others. Within the context of this Organizational Improvement Plan, transformational leadership refers to the broadening of interests; supporting perspective taking; connecting followers’ sense of identity and self to the project; and acting as a role model who excites interest.
The change process involves assessing readiness for change, communicating the need for change, possible solutions to the problem of an absence in leadership education in the early years curriculum, and a change process communication plan. Cawsey, Deszca, and Ingols’ (2016) four-step Change Path Model is presented as a key application tool for each stage of the change process. The problem of practice is significant as the ability of early childhood professionals to enact leadership is critical to the quality of care children and families receive and for the early childhood profession to be recognized as a credible profession
One Size Does Not Fit All: An External Leader’s Process Towards Supporting Positive Mental Health in Schools
Get PDFWith the growing societal, personal, and financial costs related to unaddressed mental health issues (Smetanin et al., 2011), the World Health Organization [WHO] (2004) urges stakeholders to start with preventative work. The premise is to focus upstream of the plethora of potential consequences and to address these issues before they become problematic. The WHO (2004) further suggests starting with children and youth, which are, for the most part, in schools. While this seems a logical starting place, research suggests that it is essential to be well in order to teach others to be well (Acton & Glasgow, 2015; Ontario Principals’ Council, 2017; Roffey, 2012). Unfortunately, Smetanin et al. (2011) estimate that one in every five Canadian is affected by mental health challenges each year. It is thus assumed that those who are tasked with supporting student resiliency building may also be struggling, which may impact school leaders and staff work performance, their relationships with colleagues and students, and even affect students’ grades and satisfaction with school (Koenig, Rodger, & Specht, 2017; Pollock, 2016). As such, to address this issue, this Organizational Improvement Plan proposes to focus on this audience. However, as the change leader is external to the organization, change is enacted through influence and at arm\u27s length. Therefore, the problem of practice considers how a consultant can support these stakeholders towards promoting positive professional mental health practices at school through various processes and frameworks