Colleges Serving Aboriginal Learners and Communities 2010 Survey Highlights
Growing enrollments, shrinking budgets and unprecedented diversity in student populations are just a few of the challenges community colleges around the country are facing today. And there are no signs that the situation will change anytime soon.
The American Association of Community Colleges estimates that U.S. enrollment in two-year colleges increased 17 percent from 2007 to 2009, from 6.8 million students to 8 million. Anecdotal evidence says this trend will continue.
During an economic downturn, community colleges feel an even greater strain with enrollment. People go back to school to learn new skills or get certificates or degrees that help their careers. Many must learn new jobs because their previous ones have gone away. While it’s good to have more students, the growth has been so rapid that it has put pressure on the institutions. How do they handle more students every semester? How do they grow despite less funding from federal, state and county governments?
“Because community colleges are growing so fast, and because they’re relatively new as institutions, they don’t have
the infrastructure that the big universities have. And yet they are being asked to do more,” said John Halpin, Vice President of SLED Strategy and Programs at the Center for Digital Education (CDE), a national research and advisory institute focused on IT
policy and best practices in education.
A New Course Community colleges now have a terrific opportunity to evolve thanks to technology, Halpin said. Numerous technologies — wireless, broadband, cloud computing and others — have greatly matured in recent years. They’ve been proven in the real world, and they’ve become more efficient and less expensive.
At community colleges, whether it’s for teaching and learning or for financial aid or other back-end systems, technology is making a huge impact on productivity. Students are learning in exciting new ways. E-mentoring, e-advising, online tutoring and even educational gaming are effectively engaging students and enhancing the educational experience. Professors are incorporating audio/video content to deliver learning in a manner that grabs the student’s interest. Schools are processing incoming students more efficiently and less expensively by putting administrative functions, such as application, orientation and registration, online.
Online learning, or e-learning, is booming. “Students value distance learning,” said Wilton Agatstein, Senior Fellow with the CDE. “It is very convenient for them, as they can learn from any place and at any time. Schools value distance learning because they can serve more students and a larger student demographic without having to build new classrooms and campuses. Distance learning serves everyone well, which is why its adoption is accelerating.”
Technology expectations are sky high. Students step onto campus expecting to incorporate their own communications tools — phones, music players, e-book readers, laptops/netbooks and other devices — into the learning experience. They want wireless access from any point on campus. And they want the ability to connect to school resources even when off campus.
Teachers and staff want the best technology too, because the right tools help everyone.
At all levels of education — but particularly in higher education — campuses are revamping their IT environments and policies to accommodate, manage and support emerging technology trends. Desktop virtualization is an approach that addresses many of these needs. This Center for Digital Education issue brief explains how desktop virtualization can support emerging trends such as BYOD, improve access to resources, ensure user authentication and security, and increase efficiencies for the IT department.
University leaders are actively addressing the issue of mental health on campuses across Canada. No longer seen as simply a question of crisis management, mental health issues are being approached in more proactive and systematic ways, as universities increasingly appreciate the advantages of prevention over reaction. “We are exploring what we need as a sector to deal with mental health issues in the post-secondary setting,” says Dr. Su-Ting Teo, Director of Student Health and Wellness at Ryerson University. Dr. Teo is co-chair of a working group on mental health for the Canadian Association of College and University Student Services (CACUSS), one of several inter-institutional organizations focusing on the issue. The key is to identify best practices and then put into action strategies and plans that work best for an individual institution
and its specific circumstances.
Much attention over the past decade has been given by policy makers to the importance of data-driven decision making and evidence-based practices in education (Aguerrebere, 2009; Cilbulka, 2013; CCSSO, 2012; Duncan, 2009, 2010, 2012; Easton, 2009, 2010; National Council for Accreditation of Teacher Education, 2010). And much has been written about data-driven decision making in recent years. The field has seen special issues of journals (Coburn & Turner, 2012; Turner & Coburn, 2012; Wayman, 2005a, 2005b, 2006), edited books (Herman & Haertel, 2005; Kowalski & Lasley, 2009; Mandinach & Honey, 2008; Moss, 2007), focused books (Boudett, City, & Murnane, 2007; Mandinach & Jackson, 2012; Supovitz, 2006), research syntheses (Hamilton, Halverson, Jackson, Mandinach, Supovitz, & Wayman, 2009), and federally funded landscape studies (Means, Chen, DaBarger, & Padilla, 2011; Means, Padilla, & Gallagher, 2010). Yet the field is still emerging. There is much we know (Hamilton et al., 2009), and there is also much we do not know (Mandinach, 2012; Marsh, 2012; Turner & Coburn, 2012) or that has methodological challenges. Even some of the most rigorously designed studies about impact result in interpretive questions (Carlson, Borman, & Robinson, 2011; Konstantanopoulus, Miller, & van der Ploeg, 2013).
Ontario is Canada's largest provincial destination for immigrants. Language barriers, lack of recognition for foreign credentials and lack of work experience in Canada prevent many from gaining employment in their field of expertise. There is an urgent and growing need for occupation-specific language training in Ontario. Immigrants cannot apply their experience, skills and knowledge without the level of language proficiency needed in the workplace, but there are not enough language training opportunities to meet their needs. Shortages of skilled workers in many sectors will increasingly hinder Ontario’s economic prosperity. This report presents the results of a project undertaken by Colleges Ontario and funded by Citizenship and Immigration Canada to examine existing occupation-specific language training in Ontario colleges. It identifies gaps and opportunities for occupation-specific language training and provides input on guidelines for moving toward a province-wide framework for college delivery of occupation-specific language training.
Participants in college-delivered occupation-specific language training will have obtained language proficiency at Canadian Language Benchmark (CLB) levels 6 to 8 and need to acquire occupation-specific language skills and knowledge. These may include individuals who are employed or unemployed, who are pursuing career or vocational training, or who need to acquire the language levels required for higher-level occupation-related language programs.
Ontario’s colleges are experienced in meeting the language needs of immigrants, and are developing increasing expertise in designing and delivering occupation-specific language training. Ontario colleges are a visible first point of entry for new Canadians seeking information on pathways to employment, credential and skills assessment, language training in English and French, upgrading their skills and knowledge, and postsecondary education and training.
Ontario’s colleges currently serve many landed immigrants and refugees. The changing demographic of college enrolment has provided the impetus to examine the language needs of students who are newcomers. Colleges are actively engaged in immigrant-related initiatives, such as Colleges Integrating Immigrants to Employment (CIITE), that provide opportunities to
link with college-delivered language training.
Information for this report was collected from the 24 Ontario colleges through a comprehensive consultative process that included in-depth interviews, follow-up and a one-day workshop. Colleges Ontario worked closely with the Colleges of Ontario Network for Education and Training (CON*NECT) and CIITE. Supplementary information was gathered through online research into OSLT activity at other Canadian colleges and universities. Consultations were held with the Ontario Regional LINC Advisory Committee (ORLAC). A working group was convened to provide guidance to Colleges Ontario and helped shape the consultations and research. The college sector in Ontario is made up of 24 independent colleges. Colleges actively collaborate on a wide range of initiatives, but each college brings its unique perspective to the delivery of education and training in Ontario.
Trends in post-secondary education participation in Canada continue to show that Aboriginal1 people rely significantly on
Canada’s publicly-funded colleges, institutes, polytechnics, cégeps, and universities with a college mandate (hereinafter
referred to as “colleges”). ACCC is the national voluntary membership association which serves Canada’s publicly-funded
colleges and informs and advises various levels of government, business, industry and labour. Aboriginal peoples’ access
to post-secondary education, inclusion and community development has been one of the Association’s strategic priorities
since its creation in 1972.
Abstract
Increasingly, students are seeking transfer from college to university educational programs. This challenges universities to assess the effectiveness of transfer policies and also challenges colleges to prepare students for continued education. This paper reviews the various transfer procedures used by Canadian universities, barriers experienced by students seeking
transfer, and strategies for improving the transfer process. The authors propose the use of learning outcomes, which identify student knowledge and skills following an educational experience, to develop block transfer strategies that ease student transfer between educational programs.
Résumé
Les étudiants cherchent de plus en plus à transférer leurs projets d’études collégiales vers un programme universitaire. Les universités doivent donc relever le défi d’évaluer l’efficacité de leurs politiques de transfert, tandis que les collèges doivent réfléchir sur la façon de mieux préparer leurs étudiants aux programmes de formation continue. Le présent article passe en revue les diverses procédures utilisées par les universités canadiennes,
les obstacles que doivent surmonter les étudiants cherchant à effectuer un transfert et les stratégies d’amélioration du processus de transfert. Les auteurs proposent l’utilisation de résultats d’apprentissage, qui identifient
les connaissances et les compétences acquises par les étudiants d’un programme donné, afin d’élaborer des stratégies générales qui faciliteront le transfert d’étudiants entre programmes éducatifs.
One of the most challenging issues post-secondary campuses face today is mental health. Unlike most other health issues, mental illness still has a stigma attached to it, so the temptation is to cover up the problem—but this can lead to serious, and sometimes tragic, consequences.
Addressing this challenge is a priority for colleges and universities, whose leaders are committed to providing help for everyone who needs it. While much has been done to more effectively deliver these services, there is still more to do. This task is particularly important at post-secondary institutions, since young people age 15 to 24 are the least likely to seek assistance.
This report presents a review of leadership theory and competency frameworks that was commissioned to assist the development of the new National Occupational Standards in Management and Leadership.
The HEQCO research program in Knowledge Mobilization for Exemplary Teaching and Learning in higher education was launched with a research project and report in 2007-2008. This report introduced the term Faculty Knowledge Exchange Network for the emerging technical and social infrastructures, which enable communities of higher education teachers to access, share, extend, and mobilize knowledge representations and resources to enhance teaching and learning. The report included an analysis of existing models and specific recommendations for research to evaluate new faculty collaborations across Ontario institutions of higher education. Since then, new evidence has been generated by the HEQCO program and by complementary efforts beyond. The current state of knowledge is reflected in Figure 1, which traces the causal
factors from the high level outcome through a set of intermediate drivers to long-term factors which would support lasting change.
In this initial section we update the content of the 2008 HEQCO report with the issues arising from the pilot studies in the HEQCO research program and from parallel research initiatives elsewhere. In the next section, we outline the particular contribution to addressing these issues made by faculty Knowledge Exchange Networks, the approach taken in the two HEQCO pilot studies for 2010-2011. We next consider what has been learned about the long-term developments required to fully engage faculty in more transformative teaching practices. We then review the HEQCO 2010-2011 research, to analyze how factors in those projects contributed to their outcomes, and how shortcomings from missing elements could be addressed in future initiatives.
This research report examines how PLAR as an asset-based practice might broaden the participation of adults in lifelong learning, particularly those adults who are under-represented in existing learning activities.
Specifically, the report uses short composite narratives to describe how PLAR users (academic and workplace settings), PLAR service providers, and PLAR stakeholders (persons from literacy organizations, human resources, career development, and government) understand the effectiveness of PLAR as an asset-based approach to adult learning. These composite narratives are derived from data documented in a 2008 report, Effectiveness of PLAR: A qualitative study of the voices of Canadians, prepared by the Canadian Association of Prior Learning and Assessment (CAPLA).
The Ontario Association of Career Colleges (OACC) is eager to work with the Ontario Government to help shape the vision that is in the best interests of all Ontarians, and we strongly endorse the principle that “Increased innovation in the PSE sector will improve student learning options, meet the needs of lifelong learners, enhance quality, and ensure the long-term financial sustainability of the sector”. By working side-by-side, the Ontario government and all education stakeholders – public and private – can build a world-class postsecondary education system. Career Colleges are an integral component in the
continuum of the province’s postsecondary system and are well positioned to inform the government’s consultations and actively address the challenges associated with developing a highly skilled, globally competitive labour force in communities across the province.
The modernization and increased productivity that are essential to Ontario’s postsecondary system and the economic prosperity of the Province must recognize the value of, and optimally integrate all four pillars of program delivery – Career Colleges, Community Colleges, Universities, and Apprenticeship Programs. If Ontario is to keep pace globally, we must develop strategic policies and mechanisms that support the Career College sector’s potential to contribute to the province’s economic well-being.
The Career College sector in Ontario currently offers more than 5,000 programs at over 600 campuses in 70 communities. It employs 12,000 staff, and annually produces approximately 50,000 skilled graduates at a minimal cost to taxpayers, due to the fact that Career Colleges receive no direct operating funds from the government. By choosing to study at Career Colleges, those 50,000 graduates save taxpayers more than $1 billion per annum. At the same time, the Career College sector generates
more than $94 million in business and payroll taxes. The sector is efficient, productive, flexible, innovative and accountable. It is able to shape and expand its programming to quickly adjust to market forces, thereby complementing the educational offerings of the other three pillars.
Four frogs are sitting on a log, and one decides to jump off. How many frogs are left? Th answer is
four, not three, because deciding is not the same as doing.
This paper is about how an entire system from bottom to top can engage in systematic, deeper reform on a continuous basis — from school and community, through district and regions, to system or national levels. It’s about getting the agenda right comprehensive, coherent, deep focus on teaching and learning) and doing it in a way that results in continuous improvement in actuall practice.
This guide outlines a framework for addressing student mental health in post-secondary institutions. It is the result of a commitment undertaken by the Canadian Association of College and University Student Services (CACUSS) and the Canadian
Mental Health Association (CMHA) to strengthen student mental health. Another product of that commitment, Mental health and well being in postsecondary education settings: A literature and environmental scan to support planning and action in Canada (MacKean, 2011) outlines the current status of post-secondary student mental health and recommends a more system wide approach that extends the focus from “treating individuals... to promoting positive mental health at a population level...” (page 10). The framework presented in this guide continues this work by outlining a systemic approach that focuses on the creation of campus communities that foster mental well-being and learning.
Mental Health
In recent months, national discussion on the need to reform Canada’s health care system has taken on new urgency as First Minister meetings have taken place and evidence of the medical, economic, and social effects of the current system mounts. The increasing costs of human care services and new technologies, combined with an aging population and changing roles of health care providers, are creating unprecedented pressures on our health care system.
In terms of human resources, the public has been focused on an acute shortage of physicians and nurses. In Ontario, efforts to improve supply through innovative projects such as Ontario’s International Medical Graduate program (IMG) and CARE bridging program for internationally trained nurses are meeting with some success.
ABSTRACT
Invasive alien species (IAS) cause major environmental and economic damage worldwide,and also threaten human food security and health. The impacts of IAS are expected to rise with continued globalization, land use modification, and climate change. Developing effective strategies to deal with IAS requires a collaborative, interdisciplinary approach, in which scientists work co-operatively with social scientists and policy-makers. Higher education can contribute to this process by training professionals to balance the ecological, economic, and social dimensions of the IAS problem. We examined the extent of such training in Canada by reviewing undergraduate and graduate university curricula at all 94 member nstitutions of the Association of Universities and Colleges of Canada for IAS content. We found that degree and diploma programs focusing on IAS issues are lacking at Canadian post-secondary institutions. Furthermore, few courses are devoted solely to IAS, and those that are typically adopt an ecological perspective. We argue that the absence of interdisciplinary university curricula on IAS in Canada negatively aff ects our ability to respond to this growing global challenge. We present several international educational programs on IAS as case studies on how to better integrate training on invasive species into university curricula in Canada.
RÉSUMÉ
Les espèces exotiques envahissantes (EEE) sont à l’origine d’importants dommages écologiques et économiques partout dans le monde, en plus de menacer la sécurité alimentaire et la santé humaine. On s’attend à ce que leurs eff ets prennent de l’ampleur devant la poursuite de la mondialisation, l’évolution de l’utilisation des sols et les changements climatiques.
L’élaboration de stratégies efficaces pour contrer les EEE exige une approche coopérative et interdisciplinaire, par laquelle des scientifiques travaillent en collaboration avec des spécialistes en sciences sociales et des esponsables de l’élaboration de politiques. L’enseignement supérieur peut y contribuer en formant des professionnels à trouver un équilibre entre les dimensions écologiques, économiques et sociales du problème des EEE. Nous avons étudié la portée d’une telle formation au Canada en révisant les programmes d’études universitaires des premier et second cycles de chacun des 94 établissements membres de l’Association des universités et collèges du Canada. Nous en avons conclu que les programmes menant à un grade ou à un diplôme et ciblant les problèmes liés aux EEE font défaut aux établissements postsecondaires canadiens. En outre, peu de cours se concentrent uniquement sur les EEE, et ceux qui le font adoptent habituellement une approche écologique. Nous faisons valoir que le manque de programmes universitaires interdisciplinaires portant sur les EEE au Canada entrave notre capacité à aff ronter ce défi mondial croissant. Nous présentons plusieurs programmes éducatifs internationaux sur les EEE, à titre d’études de cas pour mieux intégrer la formation sur les espèces envahissantes aux programmes universitaires du Canada.
Andrea L. Smith
Dawn R. Bazely
Norman D. Yan
York University
How many Ontario high school students applied to the province’s colleges and universities during the last decade? How many enrolled? How many graduated? Find the answers to these and other good
questions in Quick Facts, a compendium of current and authoritative data on Ontario’s postsecondary
system.
Over the past decade or so, the bachelor’s degree has undergone major changes in much of the world. The most important set of changes was brought on by the adoption, across Europe,
of the Bologna Process. This led not only to the introduction of bachelor’s degrees in countries where no such qualification had previously existed, but also to a pan-continental harmonization (more or less) of the length of the degree, at three years. More recently, a number of universities in the United States – where a four-year degree has been sacrosanct for decades – have started experimenting with shorter degrees. At the same time that systems have been altering the length of degrees, there has also been a trend for systems in Europe and elsewhere – including Ontario and other parts of Canada – to open up degree provision to non-university Higher Education Institutions (HEIs). This has broken the centuries-long monopoly of
universities over the provision of granting degrees. These two major experiments in changing times and changing places are the subject of this report, which was undertaken by Higher Education Strategy Associates for the Higher Education Quality Council of Ontario (HEQCO).
Our approach to this project is not simply to look at global trends in the development of the bachelor’s degree and to collect the views of key Ontario stakeholders regarding these developments. For purposes of organizing material on a very complicated topic, we have chosen to look at the material within two main categories. In Chapter 1, entitled “Changing Times,” we look at how the lengths of bachelor’s degrees have been changing, while in Chapter 2, entitled “Changing Places,” we deal with the provision of higher education in non-university settings. Each chapter begins with an in-depth description of global trends in the area (with a particular focus on recent developments within Canada). These global discussions are then augmented by adding data about the views of two key sets of Ontario stakeholders. In order to understand the views of students, we conducted a survey of over 850 Ontario students in university bachelor’s degree programs (who were members of our student research panel1)about degree lengths and loci. Relevant results from this survey are included in both chapters, and the methodology behind the survey is included as Appendix A. We also solicited the views of key stakeholders concerning the lessons Ontario can learn from global changes – via a multistakeholder seminar held in Toronto on March 21, 2011. A list of attendees is included in this report as Appendix C, and a summary of their discussion can be found in each of the two chapters in this report.
A revolution is occurring in our nation’s schools, and it’s all about the role of technology and the shift from paper and textbooks to digital content. Smartphones,laptops, tablets, e-readers, social media and interactive whiteboards are infiltrating classrooms and changing the way learning happens. Technology makes school fun for kids and inspires collaboration, creativity and selfdirected learning. Apple’s iPad textbook announcement in early 2012 will undoubtedly encourage a new level of innovation, with follow-on offerings from other high-tech companies and publishers.
In many school districts, this revolution is more of an evolution — but digital teaching is where our future is headed; how you plan to get there could make all the difference in the results for your faculty and students. The right strategy incorporates not only adopting the optimal content providers and hardware platforms for your student population, but devising an A to Z approach for the underlying technology infrastructure.
This paper will discuss how this digital shift at K-12 schools and community colleges will impact IT decisions, particularly as it relates to wireless networks. Wireless technology is quickly evolving to better meet the needs of schools from a cost, functionality and management perspective.
Importantly, the right wireless strategy helps schools successfully deliver on the promise of digital education.