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Dr. Sylvain Charlebois Faculty of Management Professor (Full) Faculty of Management Faculty of Agriculture Dalhousie University Halifax, Nova Scotia Canada N1G 2W1
Dr. Sylvain Charlebois Faculty of Management Professor (Full) Faculty of Management Faculty of Agriculture Dalhousie University Halifax, Nova Scotia Canada N1G 2W1 Citizenship: Canadian E-Mail: [email protected] EDUCATION: Doctorate Food distribution and policy, political economies, 2005. Faculty of Business Administration, Administration, University of Sherbrooke, Sherbrooke, Canada. MBA (Thesis-Based), Agriculture and food safety, 2002. École des Sciences de la Gestion, UQAM, Montréal, Canada. BComm, Bachelor in Commerce, 1992. Royal Military College, Kingston, Canada. RECENT ACADEMIC HONOURS 2020 Researcher of the Year, Faculty of Management, Dalhousie University. 2016 Principal Funder, International Student Case Competition, Faculty of Management, Dalhousie University 2015 Bill Braithwaite MBA Distinguished Professorial Award 2015 Nominated for 3M Fellowship in Teaching 2014 Founder of the Charlebois-Vezeau Family Scholarships in Food Marketing, University of Guelph 2012 Founder of the Charlebois-Vezeau Family Scholarships in Economics, University of Guelph 2012 Emerald Lit Award for Highly Commended Research 2009 Faculty Advisor of the Year, JDC West National Award 2008 Emerald Lit Award for Highly Commended Research 2008 Professor of the Year, Faculty of Business Administration (BSA Award) 2007 Professor of the Year, Faculty of Business Administration (BSA Award) 2006 Professor of the Year, Faculty of Business Administration (BSA Award) 2006 Listed as one of the University of Regina’s top professors, MacLean’s Magazine. 2 TEACHING EXPERIENCE: A. University of Innsbruck (Innsbruck, Austria) Visiting Professorship, 2014 to 2015 Food Policy and Supply Chain Engineering B. University of Guelph (Ontario, Canada): Full Professor, 2010 to present BComm, MBA, PhD Courses C. NorthWestern University of Agriculture and Forestry (Yangling, Shaanxi Province, P.R. -
Achievement Meeting Goals and Transforming Lives in the Process Mission Saving and Enhancing More Lives Through the Gift of Organ and Tissue Donation in Ontario
Trillium Gift of Life Network Annual Report 2010-2011 Achievement Meeting goals and transforming lives in the process Mission Saving and enhancing more lives through the gift of organ and tissue donation in Ontario. Vision To be a world-class organization that enhances and saves lives through organ and tissue donation for transplantation. Values We are an effective, innovative leader in organ and tissue donation. We work in an environment of honesty, trust, respect, compassion and cooperation. Table of Contents Message from the Chair of the Board and the President and CEO ........................................................................2 Objectives for the 2010-2011 Fiscal Year....................................................................................................................5 Objective 1: Achieve 55 per cent TGLN conversion rate for organ donation at Tier 1 Hospitals, 233 donors and 3.67 organ yield per donor ......................................................................................6 Objective 2: Achieve a 38 per cent consent rate, 1,520 tissue donors and 1.16 tissue yield per donor ............................................................................................................................................10 Objective 3: Implement a comprehensive corporate-wide quality management system, meet reporting requirements and achieve efficiencies in work processes ................................13 Objective 4: Engage stakeholders and build effective partnerships.................................................................14 -
Ontario Report: Process Or Content?
Ontario Report: Process or Content? Murray G. Ross * The Learning Society. Report of the Commission on Post-Secondary Education in Ontario. Toronto : the Ministry of Government Services, 1972. The final report of the Commission on Post-Secondary Education in Ontario is such a vast improvement on its Draft Report that one is tempted to greet this new document with unqualified enthusiasm. The Draft Report published in January 1972 was a near disaster. Ill-conceived and badly written, it shocked the academic world — less by the ideas it proposed than by the level and quality of intellectual activity it represented. The final report, which is entitled The Learning Society, has been tidied up considerably : it is well-organized, clearly focused, and the writing has improved remarkably. But a comparison with the Draft Report is not an adequate basis upon which to judge the result of the Commission's work. One must see this latter in terms of the time, money and resources available. This is a Commission that has been in existence for four years, it had ample funds (spending $304,000 on its meetings, $671,000 for research, $273,000 for public hearings), members of the Commission visited 11 foreign countries including Japan, Norway, Denmark and West Germany, and it was in receipt of 742 briefs from individuals, groups, and institutions in the Province. Given these resources in time, money and ideas one has a right to expect a thorough examination of the post-secondary system of education in Ontario ; a well-documented and reason pre- sentation of problems, issues and solutions ; and a series of recommendations that give direction not only to the post-secondary educational system as a whole but for the various parts of that system as well. -
The Ontario Government: a Snapshot Engage Your Government
The Ontario Government: A Snapshot Engage Your Government As of September 2014 1 The Ontario Government: A Snapshot As of September 2014 The Legislative Assembly of Ontario The Cabinet The Ontario Public Service aka the Ontario Government, the House or Queen’s Park aka the Executive Council aka OPS or the bureaucracy Each seat is aligned with an electoral 107 Seats district or riding. Members of Provincial 27 Ministers 23 Ministries Engage Your Parliament (MPPs) are elected to a seat. from the governing party make up the Cabinet. Current number of ministries. Ministry Staff Ministry MINISTER DIVISION Leads Ministry BRANCH ASSISTANT DEPUTY DIRECTOR MINISTER Leads Leads Branch DEPUTY MINISTER Division Leads policy development and implementation MANAGER 1 Premier that supports the work of The Premier can change the number of government Ministers and ministries, as well as the MPPs who serve as Ministers. This can STAFF take place mid-term and virtually always Reports to happens when a party is elected or re-elected to form government. 3 Parties MPPs belong to one of three parties in the House. Independent MPPs do not belong to a political party. Minister’s Office Liberals Conservatives New Democrats 3 Ministries have government-wide responsibilities: 58 seats 28 seats 21 seats CHIEF OF STAFF Engage Your Leads Minister’s oce Ministry of Government Services Minister’s Staff Ministry of Finance Engage See PAGE 3 for more about Ministry of Public Infrastructure and Renewal Your Parties engaging your government 5 Special-purpose Secretariats POLICY STAFF COMMUNICATIONS STAFF SCHEDULING STAFF Reports to do cross-government work impacting several ministries: 4 Years Francophone Aairs Pan/Parapan American Games Secretariat Time between elections when the governing party has Seniors’ Secretariat a majority. -
Planning, Access, Levels of Care and Violence in Ontario's Long-Term Care
Planning, Access, Levels of Care and Violence in Ontario’s Long-Term Care January 21, 2019 15 Gervais Drive, Suite 201 Toronto, Ontario M3C 1Y8 Tel: 416-441-2502 www.ontariohealthcoalition.ca [email protected] Acknowledgments This paper would not have been possible without the assistance and input of the equivalent of a small town's worth of people. First and foremost, our erstwhile nursing student intern Esther Lee who is a joy and an inspiration and who contributed hundreds of research hours to this report. Devorah Goldberg, our Research and Campaigns Coordinator who shared with us her lovely combination of intelligence, attention to detail, good cheer, and a love for the subject matter. To our Board of Directors, all of whom gave lots of time and input that is gratefully appreciated, in particular Hugh Armstrong, Doug Allan (and OCHU), and Lawrence Walter who took extra time and raised important issues. Thank you. Our gratitude also to our Long- Term Care Committee members who also went through the report with a fine-tooth comb and helped to improve it greatly. We must in particular thank Jane Meadus for her time and advice, Dan Buchanan who is a font of information and has operated with courage and integrity in the public interest, and Mike Yam for his incredibly helpful input. We appreciate your wisdom and your expertise. To Concerned Friends, the organization for families and consumers whose advocacy over decades has helped to win improved inspections and enforcement, transparency and clearer rights for residents: thank you for working with us and lending your expertise. -
Converge 2017 Bright Minds
Converge 2017 Bright Minds. Bright Future. #Converge2017 February 6-7, 2017 Shaw Convention Centre Ottawa, Ontario 5:30 – 6:00 p.m. Blue Cactus, 2 Byward Market Square, Ottawa Youth Advisory Committee meeting 6:00 – 9:00 p.m. Blue Cactus, 2 Byward Market Square, Ottawa Sunday, Youth delegates’ dinner 6:00 – 9:00 p.m. Courtyard Restaurant, 21 George Street, Ottawa February 5 University presidents’ dinner Monday, February 6 Shaw Convention Centre 7:30 – 8:30 a.m. Rideau Canal atrium (2nd floor) 2:00 – 2:30 p.m. Rideau Canal atrium (2nd floor) Registration Health break 7:30 – 8:30 a.m. Room 213 2:30 – 4:00 p.m. Networking breakfast Concurrent sessions Room 209 8:30 – 8:45 a.m. Room 214 Resetting the relationship: Advancing Opening remarks reconciliation within the university and beyond 8:45 – 9:45 a.m. Room 214 Small country, big impact Room 210 Keynote address Open doors, open Canada: Canada in an age of global migration Dominic Barton, global managing partner, McKinsey & Company and chair, Advisory Council Room 211 on Economic Growth The power of art: Strengthening and celebrating pluralism through the arts 9:45 – 11:00 a.m. Room 214 Room 212 Panel discussion: The Road to 2067 Breaking down barriers: Fostering a more inclusive Canada 11:00 – 11:30 a.m. Rideau Canal atrium (2nd floor) Health break 6:00 – 7:00 p.m. Trillium ballroom (4th floor) 11:30 a.m. – 12:30 p.m. Room 214 A kickoff for Canada 150 The next 50 years: Reception A Q&A with special guest 7:00 – 10:00 p.m. -
Cestar College (PDF)
Lambton College in Toronto at Cestar College T +1-416-485-2098 400-265 Yorkland Blvd E [email protected] Toronto ON, M2J 1S5 lambtoncollege.ca/Toronto Information for Prospective International Students Lambton College of Applied Arts and Technology (Lambton College) is a public college located in Sarnia, Ontario Canada. Lamb ton College has established a licensing agreement in Toronto, Ontario, Canada referred with Cestar College of Business, Health and Technology (Cestar College); a registered private career college. We refer to this licensing agreement as Lambton in Toronto. Students that are registered at Lambton in Toronto shall be deemed students of a public college and as such, shall receive full credit from Lambton College for all Lambton College courses completed at the Cestar College campus. Students who meet program graduation requirements will graduate with a credential from a public institution (Lambton College) in the Province of Ontario and operating under the Ministry of Training, Colleges and Universities. Cestar College is located at 265 Yorkland Boulevard, Toronto, Ontario, Canada. All services and classes at this location are delivered by Cestar College employees in accordance with our licensing agreement. The advantages of studying at Lambton in Toronto include: • Possible access to a great number of off-campus employment opportunities. • Public transportation options are more frequent and accessible. • Possibility of living closer to friends and family in the Greater Toronto Area. The main disadvantages of studying at Lambton in Toronto include: • Living costs may be higher in Toronto than Sarnia. • Classes are composed of only international students. • Due to the small size of the Cestar College campus in Toronto, the breadth of student services, computer and science labs, and recreational facilities will be much less than those offered at Lambton College’s main campus in Sarnia. -
Canadian Dairy Farmers Supply for Processors
POLICY SERIES FCPP POLICY SERIES NO. 128 • MARCH 2012 PPOLICYOLICYSSERIESERIES FRONTIER CENTRE FOR PUBLIC POLICY • POLICY SERIES NO. 128 • MARCH 2012 The Future of the Canadian Dairy Sector In a Post Supply Management Era By Sylvain Charlebois and Tatiana Astray 1 © 2012 THE FUTURE OF THE CANADIAN DAIRY SECTOR FRONTIERFOR CENTRE PUBLIC POLICY THE FUTURE OF THE CANADIAN DAIRY SECTOR POLICY SERIES About the authors Sylvain Charlebois is the Acting Dean and Professor in the College of Management and Economics at the University of Guelph in Ontario, Canada. His current research interest lies in the broad area of food distribution, security and safety, and has published many peer-reviewed journal articles in several publications. His research has been featured in a number of newspapers, including the Globe & Mail, the National Post, the Toronto Star, MacLean’s, and La Presse, as well as on the Business News Network, CBC Radio and TV, Global, CTV, TVO and TVA. He is currently writing a fourth book on global food safety systems, to be published later this year. He conducts policy analysis, evaluation, and demonstration projects for government agencies and major foundations focusing on agricultural policies and community development both in Canada and in development settings. Dr. Charlebois is a member of the National Advisory Board of the Canadian Food Inspection Agency. He has testified on several occasions before parliamentary committees on food policy-related issues as an expert witness. He has been asked to act as an advisor on food safety policies in many Canadian provinces, in the United States, Italy, France, Belgium, Great Britain, Finland and the Netherlands. -
Critical Care Transport in the Time of COVID-19
ORNGE SUPPLEMENT Critical care transport in the time of COVID-19 Homer Tien, MD, MSc*†; Bruce Sawadsky, MD*; Michael Lewell, MD*; Michael Peddle, MD*; Wade Durham, A-EMCA, ACP(F)* Critical care transport organizations are nimble, oper- developing surge capacity, and responding to urgent, ationally focused institutions that can aid in managing unconventional requests for assistance. crises.1 Ornge provides air ambulance and critical care transport services to Ontario. From 12 bases, Ornge MAINTAINING OPERATIONAL READINESS BY ENSURING operates four PC-12 Next Generation fixed wing (FW) STAFF SAFETY aircraft, eight AW-139 rotary wing (RW) aircraft, and four critical care land ambulances (CCLA) on a 24/7 Northern communities are relatively isolated from basis. Ornge also contracts with private air carriers to COVID-19. To mitigate the risk of spread to northern provide lower acuity air ambulance services. Ornge per- communities and northern Ornge bases from the south, forms over 20,000 patient-related transports annually. we instituted a strict travel ban. We instituted a work from ’ We discuss Ornge s approach to preparing for the cor- home program for non–front-line staff, and split our Oper- onavirus disease 2019 (COVID-19) pandemic, and iden- ational Communications Centre (OCC) staff into two sep- tify potential unconventional roles. arate groups that worked out of two different locations. 1. Protecting staff physical health ORNGE DURING COVID-19 A. COVID-19 screening and personal protective pquipment As of April 30, 2020, Ornge has organized transport for and/or transported 325 patients with either a confirmed Protecting our staff has been our top priority. -
Understanding Student Attrition in the Six Greater Toronto Area (GTA) Colleges
Understanding Student Attrition in the Six Greater Toronto Area (GTA) Colleges Tet S. Lopez-Rabson, Seneca College, and Ursula McCloy, HEQCO, on behalf of the GTA Colleges Institutional Research (IR) Network Published by The Higher Education Quality Council of Ontario 1, Yonge Street, Suite 2402 Toronto, ON Canada, M5E 1E5 Phone: (416) 212-3893 Fax: (416) 212-3899 Web: www.heqco.ca E-mail: [email protected] Cite this publication in the following format: Lopez-Rabson, T. S. and McCloy, U. (2013). Understanding Student Attrition in the Six Greater Toronto Area (GTA) Colleges . Toronto: Higher Education Quality Council of Ontario. The opinions expressed in this research document are those of the authors and do not necessarily represent the views or official polices of the Higher Education Quality Council of Ontario or other agencies or organizations that may have provided support, financial or otherwise, for this project. © Queen’s Printer for Ontario, 2013 Understanding Student Attrition in the Six Greater Toronto Area (GTA) Colleges Acknowledgements The authors would like to extend their gratitude to the following senior leaders of the Institutional Research Office for their insights from the conceptualization of this collaborative work to the preparation of the preliminary report. Centennial College: Philip Alalibo – Faculty (former Manager of the Institutional Research Office) Durham College: Debbie McKee-Demczyk – Director George Brown College: Nancy Miyagi – Manager, Special Research & Evaluation Projects (former Manager of the Institutional Research Office) Humber College: Ruth MacKay – Director Sheridan College: Don Curzon – Faculty, George Brown College (former Director of the Institutional Research Office, Sheridan College) Special thanks are also due to the following: • R.A. -
2012 Annual Report
2012 Annual Report Office of the Auditor General of Ontario Office of the Auditor General of Ontario To the Honourable Speaker of the Legislative Assembly In my capacity as the Auditor General, I am pleased to submit to you the 2012 Annual Report of the Office of the Auditor General of Ontario to lay before the Assembly in accordance with the provi- sions of section 12 of the Auditor General Act. Jim McCarter, FCA Auditor General Fall 2012 Copies of this report are available for $9.00 from Publications Ontario: (416) 326-5300 or toll-free long distance 1-800-668-9938. An electronic version of this report is available on the Internet at www.auditor.on.ca © 2012, Queen’s Printer for Ontario Ce document est également disponible en français. Cover photograph credits: ISSN 1719-2609 (Print) top right: Dick Hemingway Photographs ISBN 978-1-4606-0348-2 (Print, 2012 ed.) middle left: © Tetra Images/INMAGINE.com middle centre: © iStockphoto.com/ssuaphoto ISSN 1911-7078 (Online) bottom left: Office of the Auditor General of Ontario/Mariana Green ISBN 978-1-4606-0349-9 (PDF, 2012 ed.) bottom centre: © iStockphoto.com/mevens, HooRoo Graphics Table of Contents Chapter 1 Overview and Summaries of Value-for-money Audits and Reviews 5 Chapter 2 Public Accounts of the Province 27 Chapter 3 Reports on Value-for-money Audits and Reviews 45 Section 3.01 Cancer Screening Programs 46 Section 3.02 Criminal Prosecutions 65 Section 3.03 Diabetes Management Strategy 82 Section 3.04 Drive Clean Program 107 Section 3.05 Education of Aboriginal Students 129 Section -
The College System Stong
The College System Stong. The unique character of Calumet College life and governance developed during the many years in Atkinson when Calumet served only commuter students. Master Eric Winter opened the college's first computer A distinguishing feature of York University is the college system that lab and introduced computer-related college courses. In 1991, through the uniquely bridges the large multi-Faculty university to smaller units for a leadership of Master Peggy Keall, Calumet College and Calumet closer relationship between faculty members and students. York Colleges Residence buildings were opened. Calumet is affiliated with the Faculty of are small interdisciplinary communities, with distinctive characters and Arts; we also house the "Business History and Ethics" course in the BBA mandates, that offer a welcoming, innovative and convivial environment programme of the Schulich School of Business. supportive of students successful adjustment to the university and the successful completion of their degree requirements. Each undergraduate As do all colleges, Calumet aims to provide services, facilities and student entering York University for the first time is placed in a college. The opportunities for students in all aspects of university life: academic, social, seven colleges serving day students -- Calumet, Founders, McLaughlin, cultural, and recreational. All members of the Calumet community, Norman Bethune, Stong, Vanier and Winters -- provide a wide range of students, Fellows, alumni, alumnae, and administration are encouraged to academic and extra-curricular activities to complement the instructional participate. programmes of the various Faculties and to enrich the experience of the Behind all of Calumet's activities there is a fundamental point of view, a York student.