Welcome to the workshop. Our goal is to provide an update of the ideas from some of the key work that we are engaged in in partnership with schools and school systems around the world. We base our work on three fundamental assumptions:
1. The Moral Imperative Realized (raise the bar and close the gap for all students on deep learning goals);
2. Whole System Involvement (100% of schools and jurisdictions are engaged);
3. Precision and Practicality (clear strategies that become jointly owned).
Vision
We will make our society a better place by providing a transformative life experience through empowering those who study with us to think and learn in progressive, innovative ways, including those we have not yet imagined.
The connection between classroom learning and practical experience in the workplace has been recognized as a significant aspect of student development in postsecondary institutions (Kuh, 2008). Internships have been associated with many benefits for each party involved, including the student, postsecondary institution and industry professional. Internships provide opportunities for students to transfer theoretical knowledge to a practical setting; they serve as recruitment avenues for postsecondary institutions and provide industry professionals with access to high-quality students with current academic knowledge. Despite the perceived importance of internships for student development, researchers and practitioners have a limited understanding of what constitutes an “internship” and of how to deliver these experiences effectively. Therefore, the purpose of this research was to examine the internship opportunities currently offered by direct-entry programmes (e.g., undergraduate degree or diploma) in Ontario postsecondary institutions.
This report outlines a series of recommendations for the post-secondary sector arising from a research study carried out by researchers from Queen’s University and St. Lawrence College. Funding for this 30-month project, which began in January 2013, was provided by the Ontario Ministry of Training, Colleges and Universities under the Mental Health Innovation Fund. In the fall of 2012, each post-secondary institution in Ontario was invited to submit proposals for funding and this project was one of ten successful applications.
Eighteen months ago we set off on a path that would lead Ferris State University collectively to a new university-wide strategic plan. Just a bit of background: The last strategic plan was put in place in 2008 and served the university well. Over the past five years we saw record breaking enrollment, big increases in retention and graduation rates, exceptionally high infield job placement rates, and a strong financial position for the university. We also saw the creation of fifty-seven new programs, certificates, majors and degrees, while we eliminated or redesigned thirty-two programs. By almost any measure, the 2008 strategic plan was instrumental in providing the university community with a framework for moving forward in some very exciting directions.
The following research reports detail the results of programs or inventions designed to increase the retention of post-secondary students. This bibliography is intended as a sample of the recent literature on this topic, rather than an exhaustive list. For inclusion, articles or reports generally described experimental research studies of PSE retention programs. Preference was given to larger scale projects focused on colleges in jurisdictions outside of Ontario (in several cases, progress reports from ongoing, large-scale initiatives were also included). Where possible, links to the original research are provided.
The purpose of this study was to identify how entrepreneurship education is delivered in Ontario colleges and universities. In Ontario, as in the rest of Canada, the increase in the number of entrepreneurship courses at universities and colleges, and the concurrent popularization and maturation of entrepreneurship programming, contribute to fostering entrepreneurial skills and mindsets, and the creation of businesses. The overall aim of this report is to inform debate and decision-making on entrepreneurship education through a mapping and assessment of existing programs in the province.
Using two conceptual frameworks from political science—Kingdon’s (2003) multiple streams model and the advocacy coalition framework (Sabatier & Jenkins-Smith, 1993)—this case study examines the detailed history of a major tuition policy change in Ontario in 2004: a tuition freeze. The paper explores the social, political, and economic factors that influenced policymakers on this particular change to shed light on the broader questions of the dynamics of postsecondary policymaking. The study found that the Liberal Party’s decision to freeze postsecondary tuition fees was a function of stakeholder relations, public opinion, and brokerage politics, designed for electoral success. The policy implementation strategy was intended to facilitate the cooperation and interests of the major institutions. Within the broader policy community, student-organized interest groups and other policy advocates were aligned in a policy preference, a critical component for successful change.
À l’aide de deux cadres conceptuels en science politique, le modèle à volets multiples de Kingdon (2003) et le cadre de coalitions de défense de Sabatier et Jenkins-Smith (1993), la présente étude de cas examine l’histoire détaillée d’un changement majeur en matière de politique de frais de scolarité qui a eu lieu en Ontario en 2004 : le gel des frais de scolarité. Le présent article examine les facteurs sociaux, politiques et économiques qui ont dirigé certains responsables
politiques vers ce changement particulier, afin de faire la lumière sur les questions plus générales portant sur la dynamique de
l’élaboration de politiques en matière d’enseignement postsecondaire. L’étude conclut que la décision du parti Libéral de geler les frais de scolarité des études postsecondaires relevait de relations avec les intervenants, d’opinion publique et de politique de médiation, dans le but de remporter les élections. La stratégie de mise en œuvre de la politique visait à faciliter la coopération et les intérêts entre institutions d’envergure. Au sein d’une communauté politique plus large, des groupes d’intérêt étudiants et d’autres défenseurs de la politique partageaient la même préférence politique, un élément essentiel
à la réussite de ce changement.
In March 2004, a sweeping agenda was unveiled by the Federal government to stimulate the development of “a Canada of success.” The underlying strategy has two fundamental components:
• Support learning by providing young Canadians with tools to success, while encouraging lifelong learning for all; and
• Support innovative Canadian industries and enhance productivity.
The time for meaningful transformation in Ontario’s post-secondary system is now. To meet the needs of the emerging economy, reform must focus on innovation and applied learning that vaults our province ahead of its competition
in creating the best-educated, best-prepared workforce in the world. Composed of distinct but equally valued and complementary partners, Ontario’s transformed post- secondary system will ensure that all students can reach their full potential through a broad array of theoretical and applied learning opportunities. Colleges will continue to be student focused, specializing in applied learning that leads to good jobs for graduates, addresses labour market needs and affords access to the broadest possible population. Colleges and universities will offer a range of credentials within their systems and collaborate on a multitude of programs that offer students the best of both. Expanded pathways will give students the opportunity to customize their post-secondary experience to match their interests. Online and blended learn- ing, married to leading-edge
technology, will enable students to learn anywhere, anytime, and in ways best suited to their learning styles. Students will be better prepared than ever before to meet the demands of the economy, and they will achieve their goals faster and at less cost.
For several decades, policymakers have embraced the goal of preparing students for college and careers, particularly for careers in the area of mathematics and science. The recent emphasis on these STEM (science, technology, engineering,
and mathematics) subjects is due to the growth of STEM occupations and the perceived shortage of qualified workers to fill these positions. There is a concern that many students do not currently have the level of STEM capabilities necessary for high-skill STEM professions such as engineering or even for low-skill STEM positions in fields such as manufacturing.
There are a number of studies that classify governing boards into different types. Some classifications are based on management form. Some are based on the form in which authority is exercised. Some are based on the form of institution that the board serves. Most of these classifications include "working boards" but few offer a clear definition of them. Even those that
do attempt to define this type of board acknowledge that little is known about how they actually function. This study examines a small public not-for-profit institution with a "working board" to determine how that type of board functions, where it succeeds and where it fails, and how it is different from other types of boards.
Vision
• Leadership in polytechnic education.
Mission
•
Humber develops broadly educated, highly skilled, and adaptable citizens to be successful in careers that significantly contribute to the communities they serve – locally, nationally, and globally.
Over the past decade, the Government of Ontario has increased investment in postsecondary education significantly, including
increasing operating grants by 80 per cent since 2002–03.
These investments helped to improve access to postsecondary education, supported significant enrolment growth at universities and colleges, and drove community and economic development.
The tremendous expansion of Ontario’s postsecondary education system was made possible thanks to the commitment of our
postsecondary education institutions to access, and their willingness to respond to the demand.
The 2008 economic downturn and the ensuing precarious state of the global economy have made Ontario’s fiscal environment
challenging. Substantial new investment by the government at levels comparable to the previous decade is not feasible. Also,
as enrolment growth is expected to slow in the near future so too will operating grant funding. With institutions’ costs outpacing
growth in revenues from operating grants and tuition, existing cost structures are under pressure. Measures that help to mitigate these pressures are needed in order to ensure the continued sustainability of our postsecondary education system.
Teaching and assessment in higher education institutions are increasingly supported by digital tools and services. Students, however, perceive and value the importance of such e-learning offerings in very diverse ways. The goal of this article
is to examine which predictors significantly influence students’ perceptions of the value of digital learning formats. Based onKu¨pper’s acceptance model, we generate hypotheses that are subsequently tested using data from a German student survey.
The results show that individual-related characteristics, especially motivation and orientation patterns of students, have a high impact on the perceived importance of digital learning formats. Our analyses indicate that besides individual performance
and motivation, the practical orientation of a student is also a key predictor for a high rating of the importance of digital learning formats. An analysis of characteristics regarding the field of study shows that students who major in economic sciences, especially those who frequently work with digital learning formats in their classes, find them significantly more important than students who major in social science. Regarding innovation-based characteristics, students who express a need for flexible course offerings rate the use of digital learning formats as particularly important. The discussion provides an evaluation of the results of the student study based on the hypotheses and presents further implications.
Keywords: digital learning formats; online learning; online learner characteristics;
motivation; perceived benefit
Keywords Sustainable development, Higher education, Learning
Abstract It is higher education’s responsibility to continuously challenge and critique value and knowledge claims that have prescriptive tendencies. Part of this responsibility lies in engaging students in socio-scientific disputes. The ill-defined nature of sustainability manifests itself in such disputes when conflicting values, norms, interests, and reality constructions meet. This makes sustainability – its need for contextualization and the debate surrounding it – pivotal for higher education. It offers an opportunity for reflection on the mission of our universities and colleges, but also a chance to enhance the quality of the learning process. This paper explores both the overarching goals and process of higher education from an emancipatory view and with regard to sustainability.
ACT defines readiness for college as acquisition of the knowledge and skills a student needs to enroll and succeed in credit-bearing, first-year courses at a postsecondary institution, such as a two- or four-year college, trade school, or technical school.
Simply stated, readiness for college means not needing to take remedial courses in college.
Today, college readiness also means career readiness. While not every high school graduate plans to attend college, the majority of the fastest-growing jobs that require a high school diploma, pay a salary above the poverty line for a family of four, and provide opportunities for career advancement require knowledge and skills comparable to those expected of
the first-year college student (ACT, 2006b). We must therefore educate all high school students according to a common academic expectation, one that prepares them for both postsecondary education and the workforce. Anything less will not give high school graduates the foundation of academic skills they will need to learn additional skills as their jobs change or
as they change jobs throughout their careers.
In recent years, college attendance for first-gen-eration students has had a high profile in Texas. First-generation students—students whose parents did not attend college—have increasingly been the target of ef-forts to increase college-going and completion rates in the state. Such efforts demonstrate a growing recogni-tion by state policymakers and educators that expand-ing postsecondary opportunity to students who have previously lacked college access—namely the state’s large and increasing low-income, minority, and first-generation populations—is critical to the future social and economic well-being of Texas.
Collège Boréal has a dual mandate: to be a postsecondary college institution and a vital community development organization. Collège Boréal is a hub of education, innovation, culture, and community serving a diverse francophone clientele: Franco-Ontarians, French immersion students, immigrants, French-speaking First Nations and Métis persons, and international students, among others. Its purpose is to produce a highly skilled bilingual workforce that is active in French-speaking communities and contributes to the economic, social, and cultural vitality of the province and country.
The following statements are part of the College’s 2010-15 Strategic Plan:
Vision
To foster knowledge and stimulate culture.
Mission
Collège Boréal provides a high-calibre personalized education to a diverse clientele and practises community leadership to foster the sustainable development of the francophone community of Ontario.
When viewed holistically, Canada lacks a clear and common understanding of the future directions and top priorities of its post-secondary education (PSE) sector. Perhaps as a result, Canada has not yet comprehensively addressed a fundamental question: How do we demonstrate quality in PSE? To answer this question requires clarification of many issues, including the roles that various institutions and sectors play. It also requires the development of a shared vision of PSE, of what can and should be achieved. Despite much discussion among leaders of various education sectors in Canada, an agreement on
a plan of action has yet to be reached. Indeed, a national dialogue on this critical issue is needed.