a history of curriculum services canada

TVOntario), and an online version to be available through the OTF Electronic Village and the
MET gopher. ONTERIS was contracted, through OISE, to build the prototype OCC database
(which would be a new and separate mechanism, solely owned by OCC) and to enter the data
provided by OCC. Once all of this work was under way, the task of collecting began. 8 Materials
were gathered from school boards, teacher federations, curriculum consortia, subject/special
interest associations, faculties of education, and Ontario government ministries.
Outreach was conducted around the province to build support for the Clearinghouse. Focus
groups were assembled, information sessions held, meetings attended, and presentations made to
describe the project and its activities. Meetings were also held with members of the OTF’s
Curriculum Forum and with curriculum consortium groups to explore ways to work cooperatively.
The Executive Director outlined the organization’s operations and catalogue plans,
and solicited feedback. OCC was offered as a co-ordinating body to help consortia connect with
one another to develop ways in which to encourage sharing and promote the development of
good teaching materials.
In addition, articles were written for association magazines, and meetings of school boards,
associations, and federations were attended. Teacher needs were assessed through presentations,
mailings, an online conference, one-on-one conversations, and through surveys conducted with
all public and separate school boards. Throughout the autumn, the catalogue and database
evolved in response to these feedback sessions and research efforts.
Also through the fall, concerns re-emerged around recognition and vetting of Catholic materials.
The need for a Clearinghouse was again questioned and it was requested that a model of the
print and electronic catalogue sections designated for Catholic use be prepared for review.
These requests were met and representatives of the Catholic community were invited to attend a
demonstration of the database as it was developing.
Meanwhile, throughout the latter half of 1994, the Work Group continued to develop policies
and procedures that would provide guidelines for the Executive Director. Proposed policies
were taken by group members to their associations for feedback and then returned to the
Executive Director for further development. As well, brainstorming sessions were held around
marketing and future planning, and especially around strategies for increased self-sufficiency.
Everyone in the Work Group was committed to finding a future for OCC. At the same time,
rapidly diminishing transfer funds at the Ministry caused the Work Group to give higher priority
to their three-year plan for ongoing funding. 9 The plan was submitted to the Ministry in late
November and returned for revision after consultation with senior Ministry officials. Emphasis
was placed on the need for OCC to demonstrate initiative in forming partnerships.
In late November, the Clearinghouse learned that the Ministry had included, as one of the criteria
for grants for "Co-operative Staff Development Projects Related to Integration," the following:
"commitment to share with the Ontario Curriculum Clearinghouse all resources that are
developed through the project." This was a very positive sign. Less encouraging was research
1994
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