Despite our best intentions every university president (or chancellor) eventually leaves the job. Most presidents are more than happy to retire into the sunset after a decade of fundraising, strategic visioning and crisis management. Others return to their research or are recruited elsewhere to lead another organisation.
Whatever the cause – and we must admit the cases where controversy cuts short the presidential term – at some point universities will find themselves in need of a new leader. The majority of institutions have detailed policies outlining the search process, but there are often bumps along the way.
Often the most challenging factor is the imperfect transfer of knowledge between committee and board members in charge of the search process. Fortunately, some recent research in the Canadian context highlights key techniques to facilitate a successful search process when choosing a new university president.
One academic’s journey in search of new perspectives.
What you are about to read is an argument for inviting more academics, and academic administrators, to second themselves for periods of time to new roles within and beyond the university. It’s a reflection on three mid-career adventures that taught me more than I bargained for. Returning now to teach tax law and policy at York University’s Osgoode Hall Law School, I realize just how much I’ve learned on the road and how it is energizing my work as a faculty member. Paradoxically, I’m also keenly aware of what I missed by being away. Out of this strange mix, a few ideas are emerging about why we should promote a stronger culture of secondments in academia.
Motivating Students
Intrinsic Motivation
Intrinsic motivators include fascination with the subject, a sense of its relevance to life and the world, a sense of accomplishment in mastering it, and a sense of calling to it.
As university classes start up this week, officials are already working hard to stave off a major contributor to poor mental health among students — loneliness.
A new study of Canadian university students found more than 66 per cent reported feeling "very lonely" in the past year.
And the problem was worse for female students, with nearly 70 per cent feeling very lonely at least once in the last year, compared with male students at 59 per cent.
ew report on transfer of struggling students from universities to community colleges finds students benefit from moving in nontraditional direction.
Many factors come into play in determining whether students pursue a postsecondary education. At a broad level, costs, parental and peer influences, and academic achievement all play important roles (Frenette 2007). From a policy perspective, however, family income is generally a key target in the student financial aid system. Many programs are in fact designed to make postsecondary education more affordable for youth from lower-income families.
The Ontario Colleges of Applied Arts and Technology (CAATs) were founded in 1965 as a vehicle to increase access to post-secondary education, to address the needs of learners not served by the university system, and to meet local economic and community development needs. The CAATs have been highly successful at fulfilling their mandate, with 24 institutions currently serving 220,000 fulltime and 300,000 part-time students. This level of enrolment represents a 100% increase over the past 28 years.
This report examines community colleges from the perspective of the faculty who deliver their public service – high quality post-secondary education and job training. The report is based on conversations with over 600 faculty at all 24 CAATs, along with historical research and present-day inquiry into the sector’s financing, management, and operations. The report is focused primarily on perceptions by college faculty that there is a crisis of quality within the college system today.
It is easy to silo away postsecondary education within the confines of our provincial borders. Our hope with this project is to shed light on an issue with which all students regardless of jurisdiction have to deal. The mental health of students is a unifying theme and priority for student organisations such as ours’ across the country.
Unlike some more-easily defined issues being tackled by student organisations, such as high debt
levels and youth employment, mental health-related problems remain somewhat of a taboo subject for legislators and university officials alike.
Traditional lack of awareness and a societal inability to separate mental illness from physical
ailments has contributed to a grossly underfunded and poorly-equipped postsecondary sector that, while well-intentioned, has failed to grasp the magnitude of the mental health challenges facing its students.
As spring semester winds down on college and university campuses across the country, faculty thoughts often turn to what we’re doing over the summer — research, course redesign, family vacations, recharging, perhaps teaching a course or two. But then academic reality rears its head and our thoughts are forced from their Summer Happy Place to somewhere far more mundane: The Assessment Mire.
If where you teach is anything like my university, in addition to the assessment work we do for our own courses (grading piles of student essays, projects, and tests) there is often a layer of institutional assessment on top of that. We use various assignments to assess the outcomes in our institution’s core curriculum, for example, and then we aggregate the data to see how students across the university are doing with the core’s various dimensions.
How do you teach the same concepts and skills to students with diverse abilities and interests? Different learning profiles? And how do you do that in real classrooms, with limited time to plan?
Background: It would be easy to think the technological shifts in the digital revolution are simple incremental progressions in societal advancement. However, the nature of digital technology is resulting in qualitative differences in nearly all parts of daily life.
Teacher education evaluation is a major policy initiative intended to improve the quality of classroom instruction. This study docyments a fundamental challenge to using teacher evaluation to improve teaching and learning.
In 2012, Mohawk College solicited the support of the Education Policy Research Initiative (EPRI) to collect and use administrative and other data on students held by Mohawk as part of a broad initiative to improve student success based on the principle of evidence‐based decision making.
The first project involved analyses to better understand student retention at Mohawk using both descriptive and statistical modelling approaches. This work led to the development of a predictive model to identify students at risk of leaving college early.
In 2015, Mohawk and EPRI applied to and became part of the Higher Education Quality Council of Ontario’s (HEQCO) Access and Retention Consortium (ARC) to undertake a project that would build on this earlier work. The purpose was to update, refine and extensively test the predictive model, which would then be used to inform and assess a set of alternative advising interventions put in place for students entering Mohawk College in Fall 2015.
Though more relevant than ever, the field seems to have to continually justify its existence.
The bad news broke on a Monday night in February 2016. Earlier that day, Lisa Dawn Hamilton, acting director of Mount Allison University’s women’s and gender studies program, had received a glum surprise. Nearly two decades after its 1999 founding, funding for the interdisciplinary program was on the chopping block – a move that would effectively eliminate all four of the school’s core women’s and gender studies classes, despite a consistent waitlist and burgeoning enrolment. Although the university administration did not equate the budget cut with an official termination of the program, it was hard to see how it could survive without funding. In an email to students, Dr. Hamilton reluctantly rang the death knell: “This means that, currently, there are no plans to offer any women’s and gender studies courses in the coming academic year.”
Active learning is "anything that involves students in doing things and thinking about the things
they are doing" (Bonwell & Eison, 1991, p. 2).
Felder & Brent (2009) define active learning as "anything course-related that all students in a
class session are called upon to do other than simply watching, listening and taking notes" (p.
2).
Active learning strategies can be as short as a few minutes long.
Active learning techniques can be integrated into a lecture or any other classroom setting
relatively easily. Even large classrooms can involve learning activities beyond the traditional
lecture format.
Since the 2015 election, the Liberal government has made two major adjustments to federal programs targeted at children and youth. First, the uniform payment to every family with children was replaced by the new Canada Child Benefit, a benefit worth more to lower income families and withheld from the wealthy. In a similar vein, the government announced it would phase out some of the existing tax credits for post-secondary education (PSE), which were available to all families with taxable income, so it could use the savings to increase the value of grants for students from low-income families.
It was the 10th or 11th week of semester, a time when I’d gotten to know my students – or at least their names and faces – fairly well. I knew what most of them thought about the topics we’d covered, I knew the sounds of their voices. I knew some of their opinions on climate change, and some of their thinking on genetically modified food.
And so it was pretty odd to see someone new in class that day.
We were covering diversity in science. Looking at why far too many of our professors look, to put it bluntly, like older versions of us. White. Male. Heterosexual. Dashing.
And here was a new face. Was he…angry? Was he threatening? Did his shirt actually say “White Fight”? What does that mean? Was he tweeting what I was saying?
In a previous article, I wrote about the challenges and rewards of chairing an academic department and offered my postchair analysis of my performance. In this essay, I talk about the skill set needed for drama-free delivery of your curriculum and reasonably happy colleagues.
We all know the saying “the devil is in the details.” It means that sometimes the success or failure of projects, careers, parties or performances hinges on some detail that was either poorly planned or neglected. Once I took an exam to be hired by a large corporation that used bubble sheets. I brought with me, as instructed, two pencils for the task. I carefully selected them, and they were freshly sharpened and gleaming. If only I had thought to check whether they were No. 2 pencils. The proctors for the exam, who were also human resources executives, gave me that tsk-tsk look as they handed me the stubby in-house pencils. Ultimately, the wrong leads dashed my dreams of carrying a platinum card by American Express and cruising in a European luxury automobile.
The key to graduating in four years (at least in the minds of many parents) is picking a major early and sticking with it. But a new report suggests students who change their major as late as senior year are more likely to graduate from college than students who settle on one the second they set foot on campus.
The report, published by the Education Advisory Board, a research and consulting firm based in Washington, D.C., challenges the notion that changing majors is keeping students in college past their intended graduation date and driving up their debt. Instead of looking at when students first declared a major, the EAB's study explored the connection between students' final declaration and how it affected their time to degree and graduation rates.
In Canada, only 44% of members of academic governance bodies at universities feel that their boards are effective decision-making bodies (Jones, Shanahan, & Goyan, 2004). In this study, we examined the views of senators at a British Columbia university regarding their senate’s effectiveness in decisionmaking, including structures, processes, and leadership, and their suggestions for potential changes. Eight interviews were conducted with current or recent former senators in May 2012; each interview lasted 30 to 60 minutes. At the time of the interviews, fewer than half of the senators stated that the senate was effective, with concerns concentrated in the areas of committees, participation of faculty and students, and level of debate. This research has implications for enhancing the effectiveness, legitimacy, and credibility of institutional academic governance structures and processes, particularly in the Canadian context.