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https://viurrspace.ca/bitstream/handle/10613/16537/Feb16-1901.pdf?sequence=2

https://viurrspace.ca/bitstream/handle/10613/22862/Feb12-1887.pdf?sequence=2

https://viurrspace.ca/bitstream/handle/10613/19841/Aug24-1894.pdf?sequence=2

Just over 10 years ago, the Ontario government passed legislation that resulted in baccalaureate degree-granting status for provincial community colleges. Since this fundamental shift in college credential delivery, the numbers of programs, students and graduates have continued to grow, and are expected to continue to do so. While employers were not an obvious driver behind this shift, understanding their expectations and perceptions as they pertain to these degree programs and graduates is critical for Ontario colleges and students. This research involved interviews with Greater Toronto Area employers who have hired college degree graduates. The interviews demonstrated that, while there is still a general lack of knowledge about college degrees, employers find value in the programs and essentially envision themselves as partners who can play a greater role in future program development and ongoing review. This includes having an impact on curriculum, graduate expectations, work experience opportunities and identifying skill gaps.

https://viurrspace.ca/bitstream/handle/10613/8934/Dec26-1908.pdf?sequence=2

https://viurrspace.ca/bitstream/handle/10613/12338/Mar17-1921.pdf?sequence=2&isAllowed=y

https://viurrspace.ca/bitstream/handle/10613/14393/Nov07-1918.pdf?sequence=2&isAllowed=y

Profiles of energy metabolites and haptoglobin (Hp) in dairy cows that are transitioned from conventional to organic management in various Alberta farms were compared with those of dairy cows managed conventionally at the University of Alberta dairy farm. Blood samples were collected during the following periods: Dry, 0 - 30, 30 - 60, and 60 - 90 days in milk (DIM, n = 7 cows). Concentrations of metabolites were evaluated by enzymatic colorimetric methods. Concentrations of Hp were determined by bovine ELISA kits. Data were analyzed by the mixed procedures of SAS. Concentrations of NEFA and BHBA in blood were elevated (P < 0.001) 0 to 30 d, intermediate 30 to 60, and 60 to 90 d, and lower in the dry period. In addition, BHBA was higher (P < 0.0001) at all stages of lactation in conventional than organic cows (e.g. 1289.4 ± 88.6 vs. 883.6 ± 47.5 µmol/L in conventional and organic cows at 0 - 30 d, respectively). Serum concentrations of cholesterol increased with increasing DIM and returned to nadir levels during dry period and was higher (P < 0.0001) in conventional than organic cows. Low glucose concentrations were observed 0 to 30 d, levels were intermediate 30 to 60 and 60 to 90 d, and peaked during the dry period (P < 0.0001). However, glucose concentrations did not differ (P < 0.54) between conventional and organic cows. Lactate did not (P < 0.24) vary with DIM or day × farm type but was higher (P < 0.0001) in organic cows than in conventional cows. Serum concentrations of Hp were elevated during dry period; reached peak levels 0 to 30 d and decreased gradually with increasing days postpartum and were much higher at all periods in conventional than organic cows. Overall, concentrations of Hp were 528.1 ± 45.2 µg/mL in conventional cows vs. 261.1 ± 16.9 µg/mL in organic cows (P < 0.0001). Taken together, these data indicate that metabolic changes associated with initiation of lactation are preceded by an acute phase response in dairy cows, and that cows in organic systems seem to be healthier than cows under conventional systems. These differences might be due to differences in nutritional management in the two systems.

This report provides a strategic analysis of a small sized engineering firm competing in the British Columbia, Canada region. The analysis focuses on how to increase the firm’s profitability by examining its internal structure and the external environment. The analysis considered the relative growth of the industry and reviewed potential opportunities and threats. It analysed the firm’s competitiveness in each of the market segments and reviewed means by which it could increase its competitiveness. The analysis showed that the firm competes well within the current segments it operates in and has the potential to be competitive in a new market segment. The analysis developed several strategic alternatives to meet the firm’s key goals. Based on the potential of each alternative to achieve the firm’s goals a preferred option of allocating non-billable time to expanding workload was recommend. The workload expansion included the First Nations and private development segments the firm currently competes in, as well as expanding into the municipal government segment where the firm showed potential to be competitive.