In 2008, University of Manitoba professors Stephen Downes and George Siemens taught a course on learning theory that was attended by about 25 paying students in class and by another 2,300 students online for free. Colleague Dave Cormier at the University of Prince Edward Island dubbed the experiment a “massive open online course,” or MOOC.
Public education must serve the public and so it’s important to understand public perceptions of their education systems. This is CEA’s fourth such report and is based on a survey of over 2,400 Canadians between January and May 2007.
If the Myers-Briggs assessment didn't do it, Susan Cain’s Quiet certainly did. The word “introvert” has become
common parlance. People now correct themselves if caught using the word “shy.” Cain has helped to develop
nuance and sensitivity around introversion (e.g., introverts don’t hate people, we need alone time to recharge, we
are great thinkers). But has higher education recognized the significance of this personality theory in order to better
support introverted students’ learning and success?
When it comes to shared governance, is OK good enough? That’s the question behind -- and the title of -- a new report from the Association of Governing Boards of Universities and Colleges. It’s based in part on input from a focus group of faculty members, conducted earlier this year in conjunction with the American Association of University Professors. Three hundred presidents and several thousand board members weighed in via surveys; their feedback makes up the bulk of the report.
It’s now simply a given among student affairs professionals that parents will be involved in their children’s lives at
university.
John Hannah notes, with a laugh, that his kids are “nauseatingly close to postsecondary age.” The father of two will soon watch as his teenagers begin the exciting but often bureaucratic and stressful journey of applying to university. Mr. Hannah must make a tough call: how much, exactly, should he hand-hold, guide and support them during this pivotal step towards adulthood?
Kathryn DeWitt conquered high school like a gold-medal decathlete. She ran track, represented her school at a statewide girls’ leadership program and took eight Advanced Placement tests, including one for which she independently prepared, forgoing the class.
Expectations were high. Every day at 5 p.m. test scores and updated grades were posted online. Her mother would be the first to comment should her grade go down. “I would get home from track and she would say, ‘I see your grade dropped.’ I would say, ‘Mom, I think it’s a mistake.’ And she would say, ‘That’s what I thought.’ ” (The reason turned out to be typing errors. Ms. DeWitt graduated with straight A’s.)
Our students live in an online world. They’re emotionally and physically attached to their devices and many of their relationships exist within technology. As educators, there are many ways that we have had to adapt to this changing landscape of communication within our teaching, and when I look around my institution, I think we’re doing a remarkable job at keeping up with the rapid pace of change.
As professors are consistently reminded, in a student's world of class rank, graduate school admissions and a highly competitive job market, grades rule. Given that, fairness and accuracy in the testing by which we measure student performance and assign grades is one of the foremost commandments of the professoriate.
ADMINISTRATION AND CONTROL.—Under the Canadian Constitution, education is the responsibility of the provincial governments. There is no single, national school system; each of the provinces grapples with the problem in its own way. Yet the similarities among the provincial school systems are more striking than the differences. In every province education is administered by a Minister of the Crown, advised and aided by a group of employed experts. The chief of these is usually
styled deputy minister or superintendent of education. In every province except the smallest (Prince Edward Island), the provincial contribution to educational budgets is much less than the amount derived from local taxes on real property; in all provinces the degree of provincial control of education is high, especially over such items as the training and certification of teachers, curricula, standards, and supervision. Every province requires school attendance to the age of fourteen, some to the age of sixteen. Although junior high schools or intermediate schools are found in many urban centers, the usual pattern is the familiar 8-4 arrangement. Quebec has a seven-year elementary school and two of the provinces have five-year secondary schools.
One day this past March, a middle school student placed a new Air Jordan on his desk at school in Montgomery County, Maryland. The boy, who is Latino, became fixated on the shoe, rubbing the leather and fingering the laces. His teacher, who is white, asked him to put it away, but the boy refused. He became “combative,” according to the teacher, and a tug-of-war ensued. Security was called to remove the shoe.
In schools, a tussle over a shoe or a phone can quickly escalate—sometimes to a suspension or worse—leaving educators, parents, and students wondering what went wrong. As research is finding, these pervasive misunderstandings can be rooted in assumptions and biases about race and culture, and have the potential to alter
the course of students’ lives.
Over the past two decades, and across the nation, the university has been undergoing profound changes. These
structural changes underpin an emergent philosophy of the new university today -- one that should give pause to anyone concerned about the direction of higher education.
For much of the 20th century, and especially after World War II, the university served as the vehicle of upward mobility, the principal pathway to securing a middle-class and eventually upper-middle-class life. Yet that prevailing 20th-century model of the university began to give way in the late 1980s, slowly at first and then more dramatically and visibly with the onset of the new millennium.
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 evaluate the ways in which proposed reforms may impact their institutions and their work.
In early 2012, Ontario-based education media began reporting that the Government of Ontario was entertaining a number of significant changes to the structure, academic content, and program delivery methods of universities. Some of these reported changes were introduced in a leaked discussion paper titled 3x3: Revolutionizing Ontario’s Post-Secondary Education System for the 21st Century. Key proposals within this report include:
Life after high school comes with a unique set of lessons in financial management. Whether studying full-time, starting an apprenticeship or renting your first place, developing smart financial habits now can lead to a more secure future.
With so many financial options available to students and young adults, it's important to learn how to manage money sensibly to build a strong credit record and limit additional debt.
Over the past months, since the Brexit vote and the election of Donald Trump as president of the United States – in particular after the transition – many articles have been published about the negative impact of these two events on the internationalisation of higher education in the United States and the United Kingdom and beyond.
The increasing wave of nationalist, populist, anti-immigration and anti-globalisation trends in the United States, Europe and countries like Turkey and the Philippines make us wonder if the end of internationalisation is near.
While binge drinking isn’t a new issue for universities and colleges, a more collaborative effort has emerged.
Thirty-six universities and colleges have teamed up with the Canadian Centre on Substance Use and Addiction and Universities Canada in an effort to curb high-risk drinking. The Postsecondary Partnership – Alcohol Harms (PEPAH), as it’s called, is connecting students and administrators with health experts to create campus programs to reduce harms related to binge drinking.
In recent years, Ontario universities have increasingly targeted Indigenous and international students for recruitment. Focusing on three southern Ontario universities, I examine how service delivery for these student groups is organized in space. In light of Henri Lefebvre’s work, I argue that the spatiality of the information hubs created to support them differs significantly, each
being defined in the interactions between institutional assumptions about the student group, the social presence and activities hosted, and the lived experiences of the students utilizing these services. Whereas Indigenous student services are organized as a resource centre to create a separate space for Indigeneity on campuses, international student services take the form of an
experience desk to emphasize rapid integration into the mainstream. Based on interviews with students and staff, I reflect on the differences between the two models to discuss the spatial politics of information hubs within the context of Ontario universities.
During the past year and a half, our faculty development unit has been gathering data from students about how engaged they felt in their online courses. We wanted to use this data to develop a variety of strategies for faculty to use to better engage their students. Research provides evidence for the connection between higher student engagement and persistence and retention in online programs (Boston, et al., 2010; Wyatt, 2011). Encouraging student engagement is especially important in the online environment where attrition rates are higher than in the face-to-face setting (Allen & Seaman, 2015; Boston & Ice, 2011).
Six Strategic Features that Foster Student Engagement and Persistence
A total of 61,696 full-time applicants to Ontario colleges opted-in to participate in the 2015
UCAS™:
59,568 English-speaking applicants and 2,128 French-speaking applicants at the time of survey
administration.
• Academica Group provided unique web links as well as the invitation email text to the Ontario
College Application Service (OCAS). OCAS then sent the survey invitation email to college
applicants. Applicant contact information was not shared with Academica Group at any point in the
process.
• The survey was in-field from March 12 to April 21, 2015. Reminder emails were sent on March
24 and April 8 to those who had not yet responded. Respondents who completed the survey were
entered into a draw to win over $5,000 in prizes.
• 14,331 college respondents completed the survey (13,661 English and 670 French) providing an
overall
response rate of 23%.
• This sample size provides results at the 95% confidence level of plus or minus 0.39
percentage points.
• Respondent data was weighted by gender and language to reflect the original population
invited to
participate.
Presidential terminations and resignations are nothing new, even in the staid world of academia. Yet, rarely have they played out in so public a manner as the abrupt departure of president Arvind Gupta at the University of British Columbia in the summer of 2015 or the messy dismissal of Ilene Busch-Vishniac as president of the University of Saskatchewan a year earlier. Quebec had its own drama in May 2015, with the resignation of Nadia Ghazzali, rector at Université du Québec à Trois-Rivières, following a critical report by Quebec’s auditor general. All three leaders left before completing their first mandates.
Amidst the turmoil, Peter Stoicheff was named the 11th president of U of S, a position he took up in late October 2015. A former English professor and a classical guitar composer with two recordings to his name, Dr. Stoicheff had served as dean of the college of arts and science at U of S for four years and knew the internal workings of the institution and its culture well. But there was a lot he didn’t know, he readily admits, and that weighed on him.