A requirement for quality assurance is becoming more prevalent in higher education today as institutions are being asked to demonstrate that they are providing robust, meaningful learning experiences for students. Many institutions are adopting curriculum review frameworks as part of their overall quality assurance strategy. Three leaders at various levels who were engaged in a year-long curriculum review process share reflections about their experiences and challenges while conducting an undergraduate program review. Their theoretical framework for an effective curriculum review process is shared in
this paper. The leaders offer institutional, faculty, and course level insights, and make five recommendations for a collaborative curriculum review process: (1) setting clear expectations; (2) maintaining open, consistent communication; (3) incorporating multiple levels of leadership; (4) engaging various groups of stakeholders; and (5) implementing through actionable items.
Students in residence at the University of Guelph shouldn't be surprised if the president of the school knocks on their door starting Monday.
That's because president Franco Vaccarino along with other administrators, faculty members and counsellors will be making house calls to check on the mental well-being of students.
Ontario’s professors and academic librarians are on the front lines of Ontario’s universities. They are uniquely positioned to assess the performance of the sector, and to identify trends that affect the quality of university education.
To take advantage of this insight, the Ontario Confederation of University Faculty Associations (OCUFA) surveyed Ontario faculty to gauge their opinions on the quality of university education in our province. The survey was also designed to assess the priorities of university faculty, particularly in regards to the balance of teaching and research in their work.
The survey was conducted online between March 21, 2012 and April 16, 2012. Responses to the questionnaire were received from over 2,300 faculty members, with a total of 2,015 complete responses from professors and academic librarians from all Ontario universities and a full range of disciplines. The following report presents the survey findings and provides additional commentary about key results.
This article examines regional differences in the math and reading skills of immigrant children aged 15 based on data from the Programme for International Student Assessment (PISA). It also examines regional differences in high-school and university completion rates among young immigrants who came to Canada before the age of 15 using National Household Survey (NHS) data. Throughout the article, comparisons are made with the children of the Canadian-born (third- or higher-generation Canadians).
If you could start a new university from scratch, how would you do it? You have been tasked with deciding every detail of the academic program — the major requirements, the design of the courses, the class sizes, the weekly schedules. Imagine being unconstrained by tradition, administration, or money. What would you change, if you could?
That was the amazing opportunity offered to four psychologists — Rodolpho Azzi, Carolina Martuscelli Bori, Fred S. Keller, and John Gilmour Sherman — in the early 1960s. The government of Brazil was creating a new university in the country’s capital, Brasilia, and the founders had asked Azzi and Bori — then faculty members at the University of Sao Paulo, along with their American colleagues Keller and Sherman — to create a department of psychology. They were given almost total freedom to design the department from the ground up, beginning with an introductory course for 60 students, most of whom were interested in continuing on as psychology majors.
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.
When I was 19 and decided I wanted to become a psychology professor, I did so from the comfort of my dorm room, on the window seat across from a decommissioned fireplace. I’d always loved reading, writing, and talking, so what better career for me than academe? I could not have known that my vision of faculty life would become anachronistic by the time I was out
of graduate school.
I am one of an increasingly small group of Ph.D.s whose faculty dreams have been realized. I have a tenure-track job with paid sabbaticals and institutional support for my research. I’ve written a book. But with each passing year, my experiences as a faculty member are less and less the norm. What it means to be a professor has changed for many other Ph.D.s — largely
because academic life and culture is nothing like it used to be.
Six Strategic Features that Foster Student Engagement and Persistence
The university as workplace has been imaginatively described by many observers of higher education: at any one university we might find Sanskrit scholars, accountants, glass blowers, philosophers and curators of pregnant hamsters (Henry Wriston, Academic Procession: Reflections of a College President, 1959). However, the quaintness of these occupations (barring the accountants) belies the full reality of the working university in that it fails to include all members of the campus community.
A 2015 survey of Faculty Focus readers found that the number one barrier preventing faculty from implementing the flipped classroom model and other active learning experiences into their courses is TIME. Faculty reported they don’t have time to plan extra learner-centered activities, due to increasing responsibilities, and they don’t have time to implement the activities in class
because there’s too much content to cover.
One of the scariest conversations to have with an adviser can be telling that person that you are not interested in an
academic career. Depending on your field, they may have high expectations that you will follow their path to a tenure-track position. But you may not even be sure whether you want to go into academe or another industry, and you’d at least like to talk about your different options. So how do you mention to your adviser that you are considering nonacademic career fields?
Top research colleges.
Art is one of the most underutilized resources in today’s ELA classroom. The Roman poet Horace claimed, “A picture is a poem
without words” meaning art and written word are different mediums of expression. Art offers students a break from written words while continuing to develop the same skill set needed to be successful readers through challenging students to think both critically and analytically.
I'm in charge of campus life at Good Little College, where we pride ourselves on working harmoniously and making everyone happy with dorm life and student activities. My assistant director, "Etta," a recent college graduate in her first professional job, is in charge of the arts program, which brings speakers, writers, and entertainers to our isolated little town. She oversees a student intern, who gets a chance to learn to do publicity, catering, and other arranging.
"Franny," this year's intern, had spectacular qualifications but has been an almost total flake. She's under the thumb of a boyfriend, "Petey," whose demands have controlled her life. ("I can't come to any meetings this week—Petey keeps texting me that he's feeling lonely. He needs me.")
Here's the last straw. Franny (who told us all this) washed Petey's laundry as usual and brought it to his room, where she found a classmate, "Germa," naked in his bed. (Petey'd gone out to buy beer.) Franny was so distraught that she didn't write the press release or contact the caterer or do anything for the appearance of Mr. Bigwig Political Figure—who wound up with an audience of 20 people. There wasn't even a microphone.
In documenting ten key developments, we are not suggesting these are the only developments occurring, or the order in which these are presented, represents any kind of ranking or prioritization or each one applies in all contexts. Rather, these are developments which we see as having the potential to impact, in different ways, the strategic plans and actions of colleges and universities around the world.
A growth mindset, as described by Carol Dweck, is a belief that while individuals are different in many ways in terms of their initial performance, interests, talents, and skills, everyone can improve, change, and grow through application and experience. We believe that one of the greatest school-based factors for improving education today is empowering educators with
opportunities to develop a growth mindset by working together to build skills and strategies to increase the impact of their instruction in the classroom.
Learning Beyond Borders: A Solution to Canada’s Global Engagement Challenge
Submission to the House of Commons Standing Committee on Finance for Pre-Budget Consultations in Advance of the 2018 Budget
Canada faces a great challenge: getting more of our students to take advantage of learning experiences in other countries and preparing them to become “global ready graduates” in the range of ways that the term implies.
This article proposes a methodology for measuring institutional diversity and applies it to Ontario’s university sector. This study first used hierarchical cluster analysis, which suggested there has been very little change in diver- sity between 1994 and 2010 as universities were clustered in three groups for both years. However, by adapting Birnbaum’s (1983) diversity matrix
meth- odology to Ontario’s university sector, the author appears to have found a decrease in systemic diversity (differences in the type of institution and size of institution; Birnbaum, 1983) and climate diversity (differences in campus environment and culture; Birnbaum, 1983) between 1994 and 2010. Policy implications resulting from this study are also considered.
Ontario is introducing legislation today that would help build a province where everyone is free
from the threat of
sexual violence and harassment, and would strengthen support for survivors.
The legislation would help deliver on commitments in It's Never Okay, the government's ground-breaking action plan to stop sexual violence and harassment. If passed, the Sexual Violence and Harassment Action Plan Act would make workplaces, campuses and communities safer and more responsive to the needs of survivors and to complaints about sexual violence and harassment.
Many academic institutions are struggling to put their data to work. According to KPMG’s recent Higher Education Industry Outlook Survey, 39 percent of the respondents said adopting new analytical techniques is a top data challenge, and just 29 percent report using data to inform strategic decisions. Still, 36 percent say that while they have good data, they lack the resources to conduct analyses.