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 2011, as part of a comprehensive research agenda on learning outcomes development and measurement, the Higher Education Quality Council of Ontario (HEQCO) began supporting eight Ontario institutions to assess the generic skills acquisition of their students. This report summarizes the activities and results of the eight institutions that piloted the Council for Aid to Education’s Collegiate Learning Assessment (CLA), a written examination designed to assess the critical thinking and problem solving skills of entering and graduating students. It reviews the rationale for the project, the challenges and issues encountered with CLA test administration and implementation, and the institutions’ impressions of the value of the resulting data. While there is significant interest from institutions and programs in measuring the generic skills of students and understanding the amount of learning that can be attributed to the institution, the experiences of the institutions that participated in this project highlight certain administrative and methodological challenges that arise in the move from theory to practice in large scale assessments.
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.
This sixth annual Going Greener report demonstrates those results through campus case studies about food sustainability, conservation efforts, and partnerships that are building a greener community. The report details how university communities are becoming more sustainable in their operations and policies, developing academic programming that seeks to create knowledge leaders in emerging fields, and broadening their understanding of environmental issues so that partners can work together to develop solutions to one of society’s most pressing problems.
Michael L. Skolnik
University of Toronto
ABSTRACT
Community college systems were established across North America from the early 1960s through the early 1970s. The new systems had two principal models: in one model, the college combined lower-division, university-level general education with technical education programs; in the other, most or all of the colleges were intended to concentrate on technical education. Ontario was the largest of the provinces and states in North America that opted for the second model. Many of the issues that planners confronted when designing these college systems have either persisted or re-emerged in recent years. This article re-examines the debate on the design of Ontario’s colleges that took place when they were founded and considers its implications for the present.
RÉSUMÉ
Depuis le début des années 1960 et jusqu’au début des années 1970, lorsqu’on créait des réseaux de collèges communautaires partout en Amérique du Nord, deux modèles majeurs étaient proposés pour ces nouveaux réseaux. Dans un des modèles, le collège combinait l’enseignement général universitaire de division inférieure avec les programmes d’enseignement technique ; dans l’autre, la plupart des collèges, sinon tous, se concentraient sur l’enseignement technique. L’Ontario était la plus importante parmi les provinces et les États en Amérique du Nord qui ait opté pour le deuxième modèle. Beaucoup des défis
auxquels les planifi cateurs ont été confrontés lorsqu’ils ont conçu le réseau des collèges sont encore présents ou sont réapparus au cours des dernières années. Cet article réexamine l’ancien débat sur la conception des collèges de l’Ontario et considère ses implications actuelles.
A great deal of research has been conducted and published on the topic of hybrid or “blended” learning in university settings, but relatively little has been conducted within the college environment. The purpose of this multi-method study was to identify the impact of hybrid course delivery methods on student success and course withdrawal rates, and to evaluate faculty and student experience of hybrid instruction from within the Canadian college environment.
Quantitative findings suggest that students achieved slightly lower final marks in hybrid courses as compared to the face-to-face control courses offered in the previous year, though the magnitude of this effect was very small, in the order of -1%. Further analysis revealed that students with high academic standing were successful regardless of course mode, while students with low GPAs performed slightly worse in hybrid classes. Course mode did not have an effect on withdrawal from the course, suggesting that the format does not impact course completion.
Overall both students and faculty responded positively to the hybrid format. Students enjoyed learning and engaging online, but did express concerns about reduced access to instructors and/or a sense that lectures were rushed. Open-ended survey responses and focus group feedback made clear that it is essential to provide well-defined direction and orientation to web-based tools for a hybrid course to be successful. Suggestions for improvement include providing additional technical support for students and faculty, mandatory tutorials introducing students to online tools, and hybrid course development training for faculty.
Ten months after it was first announced, the Commission on the Reform of Ontario’s Public Services has finally published its report. The Commission, chaired by former bank vice-president Don Drummond, has made 362 separate recommendations. If implemented, Drummond’s plans would permanently change not only our public services, but our province itself. With very few exceptions, the changes Drummond suggests would not be for the better. This paper is called “Out of Step With Ontario” because that is what Drummond’s report is. In December 2011, the Angus Reid polling company conducted a survey of 2,000 Ontarians. What the survey found was that 71 per cent of Ontarians want to see spending on public services either stay the same or go up; 81 per cent support higher income taxes on corporations; 82 per cent support higher income taxes on individuals earning over $300,000 a year; and a whopping 87 per cent chose “job creation” as their preferred method of paying down the provincial deficit. In contrast, Don Drummond wants to take an axe to public services, cutting spending more deeply and for more years than the Mike Harris government did in the 1990s. He wants more privatization, which would drive down wages for workers and increase profits for investors but not provide better services or lower costs to the public. With very few exceptions, Drummond ignores options for generating revenue to pay for public services.
Lastly, Drummond forecasts a weak economy for years to come but proposes no ideas to make that economy stronger. Indeed, his “austerity” measures will slow down our economy, thereby cutting jobs and making the provincial budget deficit worse.
Drummond’s plan won’t work.
This document is a first look at what Drummond has in mind. It is not a comprehensive analysis. Instead, it provides a quick overview that looks at Drummond’s proposals from the perspective of OPSEU members. Some key points have, without a doubt, been overlooked; if so, they will be added to future editions of this document, available on the OPSEU web site.
Aboriginal people in Canada have long understood the role that learning plays in building healthy, thriving communities. Despite significant cultural and historical differences, Canada’s First Nations, Inuit and Métis people share a vision of learning as a holistic, lifelong process.
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. SuTing 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.
In the area of developing and maintaining their talent supply chain—how employees are hired, developed and deployed to optimally support business strategy—too many companies are neglecting the all-important entry-level positions from which many of their top-performing employees will emerge.
That’s one of the important implications of the Accenture 2014 College Graduate Employment Survey, which compares the expectations and attitudes of this year’s university graduates with the realities of the working world according to 2012 and 2013 grads. When it comes to talent development, to jobs that match an employee’s education, and even the quest for full-time work, the slightly older peers of today’s graduates tell a cautionary tale about what the job world is really like.
It’s a story that is cautionary for companies, too. If organizations are to attract and retain top talent, as well as ensure their talent supply chain is developing and deploying the people with the right skills, their management of entry-level positions needs to improve.
The structure of education on reserve
Unlike in our provincial education systems, there are no minimum legislated education standards for on-reserve First Nations students. Canadian taxpay-ers are funding an education system in First Nations communities that has no legislated mandate for a core curriculum meeting provincial standards, no requirement that educators in First Nations schools have provincial certifi-cation, and no requirement for First Nations schools to award a recognized provincial diploma. This has resulted in “situations where First Nation youth graduate from education institutions on reserve but cannot demonstrate a recognizable diploma to a workplace or post secondary institution” (Canada, AANDC, 2014c). This system is clearly failing First Nations children.
This paper explores general issues relating to globalization and higher education; the internationalization of higher education, and particularly the recruitment of international students. This subject is examined through a range of topics around the global development of the market approach to the recruitment of international students and a focus on the current situation regarding the recruitment of international students in the Colleges of Applied
Arts and Technology in Ontario (CAATs). As the number of international students seeking educational opportunities grows to 7 million over the next 20 years, the ability of the CAATs, the Canadian educational system, and the governments of Ontario and Canada to market the welcoming and safe multicultural Canadian experience, and the excellence of the educational offerings and opportunities in CAATs to potential international students will, in great measure, determine their success and their survival in an increasingly globalized world.
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.
Understanding Community Colleges brings together a variety of subjects and issues that face community colleges as they evolve in the higher education landscape. The edition is organized into four sections that cover three arenas: students, administration
and leadership issues, and workforce development. Each chapter, regardless of author, does a quality job of explaining the historical context of the given issue and the development or change that is occurring for community colleges nationwide. The text is accessible for those unfamiliar with community colleges and does not fall into the writing traps of consistently comparing community colleges to four-year institutions. Instead, each chapter treats community colleges as stand-alone entities,
examining them in each particular setting with no preconceived notions.
Every developed country is racing to keep up with profound and fundamental changes in the 21st century The new knowledge economy is creating unprecedented demands for higher levels of expertise and skills, while, at the same time, changing demographics will significantly reduce the numbers of qualified people available in the economy The cumulative impact presents great opportunities and great challenges to Ontario The province has an opportunity to implement meaningful and transformational changes that exploit the potential for growth in the new economy and drive Ontario’s prosperity to
unprecedented levels
But the threats to Ontario’s future are just as great Failing to move forward now with significant
measures could leave Ontario unprepared for the challenges ahead, and strand thousands of
people as permanently unemployable
In 2008, the OECD launched the AHELO feasibility study, an initiative with the objective to assess whether it is possible to develop international measures of learning outcomes in higher education.
Learning outcomes are indeed key to a meaningful education, and focusing on learning outcomes is essential to inform diagnosis and improve teaching processes and student learning. While there is a long tradition of learning outcomes’ assessment within institutions’ courses and programmes, emphasis on learning outcomes has become more important in
recent years. Interest in developing comparative measures of learning outcomes has increased in response to a range of higher education trends, challenges and paradigm shifts.
AHELO aims to complement institution-based assessments by providing a direct evaluation of student learning outcomes at the global level and to enable institutions to benchmark the performance of their students against their peers as part of their improvement efforts. Given AHELO’s global scope, it is essential that measures of learning outcomes are valid across
diverse cultures and languages as well as different types of higher education institutions (HEIs).
The purpose of the feasibility study is to see whether it is practically and scientifically feasible to assess what students in higher education know and can do upon graduation within and across these diverse contexts. The feasibility study should demonstrate what is feasible and what could be feasible, what has worked well and what has not, as well as provide lessons and
stimulate reflection on how learning outcomes might be most effectively measured in the future.
Mathematics is an integral part of the curriculum in the Ontario community college system. Most students are required to take at least one, often several mathematics courses during their college studies. Almost all students enrolled in business and technology programs take several courses in mathematics. Most colleges administer some form of placement/diagnostic math test. At some colleges, the results of the test will help in the proper placement of first semester students into a developmental (remedial) math course or a first semester math course. For a variety of reasons, many of our students struggle with math. According to the College Mathematics Project report 2009,i 33 per cent of our students received a D or F or withdrew
from the course. College faculty who teach mathematics come from diverse backgrounds.
Education levels range from baccalaureates to PhDs with degrees in mathematics, business, engineering, and education to name a few. Many of our faculty members have had little formal training in education. An opportunity to share, discuss, and learn from one another about teaching and teaching practices can therefore benefit both faculty and students. The Ontario College MathematicsAssociation Math Knowledge Exchange Network (MathKEN) has created an environment in which Ontario college mathematics educators can share exemplary teaching practices and resources in business math, developmental math, technical math, and statistics. It is important that teaching methods be shared amongst faculty to help in identifying and disseminating exemplary teaching practices. These teaching methods or practices could be something that has been tried in the classroom and the teacher feels that it is promising and would like feedback from colleagues on whether they have experienced similar results. For example, students coming into the Ontario college system come with the expectation that their studies in college will prepare them with the skills to immediately be successful in their careers.
For many of our students, contextual learningii is very important, not only for how they learn, but also for making their studies relevant to their personal and professional lives.
Faculty have learned about ways to teach from their own education and professional training, from their own learning and teaching experiences, attending courses, workshops, and conferences. Many mathematics faculty in Ontario colleges have the opportunity to share teaching practices by attending meetings and conferences sponsored by the Ontario Colleges
Mathematics Association (OCMA). Unfortunately, there are also many who are not able to attend face-to-face meetings and so miss the opportunity to share resources. For those who do attend, the long periods between meetings can lead to stagnation and de-energized teaching. Many teach in isolation, without the benefit of input and feedback from others who share the same concerns, challenges, and successes.
ABSTRACT
Creativity is widely accepted as being an important outcome of schooling. Yet there are many different views about what it is, how best it can be cultivated in young people and whether or how it should be assessed. And in many national curricula creativity is only implicitly acknowledged and seldom precisely defined. This paper offers a five dimensional definition of creativity which has been trialled by teachers in two field trials in schools in England. The paper suggests a theoretical underpinning for defining and assessing creativity along with a number of practical suggestions as to how creativity can be developed and tracked in schools. Two clear benefits of assessing progress in the development of creativity are identified: 1) teachers are able to be more precise and confident in developing young people’s creativity, and 2) learners are better able to understand what it is to be creative (and to use this understanding to record evidence of their progress). The result would seem to be a greater likelihood that learners can display the full range of their creative dispositions in a wide variety of contexts.
RÉSUMÉ
La créativité est largement acceptée comme étant un résultat scolaire important. Pourtant il y a beaucoup d’opinions différentes sur ce qu’elle est, comment on peut la cultiver chez les jeunes gens, et si et comment on devrait l’évaluer. De plus, dans beaucoup de programmes scolaires, la créativité n’est reconnue que de manière implicite et rarement définie de manière précise. Ce document offre une définition de la créativité reposant sur cinq dimensions, qui a été testée par des enseignants durant deux expériences de terrain dans des écoles en Angleterre. Le document propose un soubassement théorique pour définir et évaluer la créativité ainsi que nombre de suggestions pratiques sur le développement et le suivi de la créativité à l’école. Deux bénéfices clairs d’évaluer le progrès dans le développement de la créativité sont identifiés : 1) les enseignants peuvent être plus précis et confiants lorsqu’ils développent la créativité des jeunes gens, et 2) les apprenants sont davantage en mesure de comprendre ce que « être créatif » signifie (et à utiliser cette compréhension pour documenter et relater leur progrès). Le résultat semble être une plus grande probabilité que les apprenants témoignent de toute l’étendue de leurs dispositions à la créativité dans un large éventail de contextes.
A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between
the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.
This paper first discusses cooperative learning and provides a rationale for its use in higher education. From the literature, six elements are identified that are considered essential to the success of cooperative learning: positive interdependence, face-to-face verbal interaction, individual accountability, social skills, group processing, and appropriate grouping.
Three distinct approaches at the postsecondary level are described in the fields of Medicine, Dentistry and Mathematics, and feedback from faculty and students is reported. The three approaches are presented within the context of the disciplines and are compared across the disciplines with respect to the essential six elements. Finally, the authors share some lessons learned from their research and experience in order to assist faculty who wish to incorporate cooperative learning into their teaching.