Grade Change - Tracking Online Education in the United State is the eleventh annual report on the state of online learning in U.S. higher education. The survey is designed, administered and analyzed by the Babson Survey Research Group, with data collection conducted in partnership with the College Board. Using responses from more than 2,800 colleges and
universities, this study is aimed at answering fundamental questions about the nature and extent of online education.
Top performance in today’s sales environment requires a highly collaborative approach. Reps who have either grown up using tools like email, social networking platforms, and mobile devices (“digital natives”) or who are heavily engaged with such tools are in a much better position to become top performers and win more deals, faster. Accordingly, a collaborative team environment enabled by “social learning” capabilities represents revenue opportunities for forward-thinking sales leaders who want to train, manage, mentor, and coach winning teams.
Canada’s universities develop globally aware graduates with the internationally competitive skills suited to the jobs of today and tomorrow, while fostering globally connected research and scholarship. Results from a new survey by Universities Canada highlight how universities across the country are highly engaged in and committed to internationalization – and where there is room for improvement.
Arguably, the greatest barrier to the academic development and functioning of Ontario's twenty-two Colleges of Applied Arts and Technology (CAATs) is the hostile and suspicion laden relationship which exists between management and the union which represents the academic staff of the CAATs - the Ontario Public Service Employees Union (OPSEU). This was the conclusion of the commission on workload in the CAATs which I chaired in 1985 (IARC, 1985) and was corroborated in a study of CAAT governance by a Special Adviser to the Minister of Colleges and Universities the following year (Pitman, 1986). An indication of the degree of concern felt by the Ontario Government regarding managementunion relations in the CAATs is that the largest (in terms of time and resources) public commission on the CAATs to date has been the Colleges Collective Bargaining Commission (Gandz, 1988).
The provision of blended learning strategies designed to assist academics in the higher education sector with the knowledge, skills, and abilities required for effective teaching with technology has been, and continues to be, a challenge for teaching centres in Canada. It is unclear, first, whether this is an ongoing issue unique to Canada; and, second, if it is not unique to Canada, whether we might be able to implement different and/or more effective strategies based on what others outside Canada are doing. Teaching centre leaders in Australia, Finland, Sweden, Denmark, Britain, Scotland, and the United States (n=31) were interviewed to explore how their units used blended learn- ing strategies. Findings suggest that, as in Canada,
there is a “value gap” be- tween academics and leaders of teaching centres regarding teaching develop-
ment initiatives using blended learning strategies.
The digital revolution is transforming our work, our organisations and our daily lives. Driverless cars are now legal in three American states. One third of payments in Kenya are made via mobile phones. Wearable computing will soon mean that your jacket will monitor your heart rate (should you want it to). I have seen a violin - played beautifully - that was 3-D printed.
This revolution is already in homes across the developed world and increasingly in the developing world too. And there, it is transforming the way children and young people play, access information, communicate with each other and learn. But, so far, this revolution has not transformed most schools or most teaching and learning in classrooms.
At institutions of higher learning, there is an increased demand and need for online courses. However, the number of faculty developing and teaching these courses does not match the growth in online education. The purpose of this study was to determine the perceived barriers to online teaching experienced by various faculty groups at a public institution located in the southeastern United States using a new survey instrument, which was developed from recent research findings. This study sought to identify the most prevalent barriers to online instruction for the faculty group surveyed. In addition, these findings may identify prevalent barriers for faculty groups in an effort to inform administrative decisions concerning policy, training, and compensation as well as to facilitate involvement for specific types of online instruction for faculty development. A number of novel and important differences were found in the perceived barriers that exist between faculty groups on four constructs identified through an exploratory factor analysis. The factors found were: (1) interpersonal barriers; (2) institutional barriers; (3) training and technology barriers; and (4) cost/benefit analysis barriers. The results of this study may be of use to other institutions as they develop online instruction training programs.
Keywords: online ed cation, instructional technology, perceived barriers, survey research, online faculty
• On April 2, 2014, Council endorsed the City's participation in the Government of Ontario's Major Capacity Expansion Call for Proposals and provided staff w ith authority to pro-actively promote Brampton as a host municipality to interested post-secondary institutions, in alignment with Brampton's Post-Secondary Education Strategy.
• Through the City's promotional efforts, senior and experienced academic leadership,supported by Centennial College (the Proponents), approached the City of Brampton to be a host municipality for a new university.
• For Brampton to serve as host to a new university, Council is being asked to endorse the partnership with the Proponents so they may proceed with submitting a Notice of Intent application, which, if accepted, would lead to submitting a proposalto the Ontario Government's Major Capacity Expansion Call for Proposals.
Education PLUS is the hidden dividend that learners come to acquire if they are educated in what we call the new pedagogies ‐ powerful new learning modes steeped in real world problem solving now made more telling through recent, rapid developments in the use of technology for interactive learning.
We can and will define the core learning outcomes as the ‘Six Cs of Deep Learning’, but we first must understand the existential essence of this new human being. It is no exaggeration to say that the new pedagogies have the potential to support a fundamental transformation in human evolution. The result is that action, reflection, learning and living can now become one and the same. This seamless ‘ecology’ of life and learning occurs during what we used to know as formal schooling, post‐secondary and higher education, but then continues throughout life. In this model, learning, doing, knowing, adapting, inventing and living become practically indistinguishable. Although we offer here a philosophical note on Education PLUS we are deeply involved with practitioners around the world in doing this new work of learning on an increasingly large and deep scale. The
developments we describe are happening in real time, and we predict will take off in the immediate future.
How do changing economic conditions and uncertain market opportunities affect young adults’ transition from their undergraduate college years to adult roles and responsibilities? The Arizona Pathways to Life Success (APLUS) project is uniquely positioned
to answer this question. Launched in 2007, APLUS examines what factors shape and guide individual life trajectories — the pathways that young adults tread on their way to independence and self-sufficiency.
Why Join the Mobile Learning Movement? Mobile learning has clearly become a major new direction
for improving student education at all levels: in K-12 schools as well as in colleges and universities. Mobile learning
allows a working adult who is also a part-time college student to use a smartphone to view a video lecture on a lunch break. K-12 students can learn at home, on a trip or in school. A mobile device that is part of students’ lifestyles combines many technologies to engage them and help them learn effectively. In these and many more ways, the power and flexibility of mobile technology are transforming both instruction and learning.
Definition of Mobile Learning
The term “mobile learning†has different meanings for different communities. Although related to e-learning and distance education, it is distinct in its focus on learning across contexts, learning collaboratively and learning with mobile devices.
A new direction in mobile learning, or m-learning, enables mobility for the instructor, including creating learning materials on the spot and in the field using mobile devices with layered software such as as Mobl21, Go-Know or Blackboard Mobile Learn. Using web 2.0 and mobile tools become an important part of student engagement and higher achievement.
The Case for Mobile Learning
Why is it important for educational institutions to join the mobile learning movement? Consider these factors:
. Mobile devices are now fundamental to the way students communicate and engage in all aspects of their lives. The
Pew Internet Project found that 49 percent of Americans ages 18-24 own a smartphone, and that the majority of these young adults also own a laptop computer.
. Student expectations are changing, especially in higher education. Today’s students juggle a complex life of school, work, family and social time.
In 1999, GLSEN identified that little was known about the school experiences of lesbian, gay, bisexual, and transgender (LGBT) youth and that LGBT youth were nearly absent from national studies of adolescents. We responded to this national need for data by launching the first National School Climate survey, and we continue to meet this continued need for current data by conducting the study every two years. Since then, the biennial National School Climate Survey has documented the unique challenges LGBT students face and identified interventions that can improve school climate. The survey documents the prevalence of anti-LGBT language and victimization, such as experiences of harassment and assault in school. In addition, the survey examines school policies and practices that may contribute to negative experiences for LGBT students and make them feel as if they are not valued by their school communities. The survey also explores the effects that a hostile school climate may have on LGBT students’ educational outcomes and well-being. Finally, the survey reports on the availability and the utility of LGBT-related school resources and supports that may offset the negative effects of a hostile school climate and promote a positive learning experience. In addition to collecting this critical data every two years, we also add and adapt survey questions to respond to the changing world for LGBT youth. For example, in the 2013 survey we added a question about hearing negative remarks about transgender people (e.g., “tranny”). The National School Climate Survey remains one of the few studies to examine the school experiences of LGBT students nationally, and its results have been vital to GLSEN’s understanding
of the issues that LGBT students face, thereby informing our ongoing work to ensure safe and
affirming schools for all.
In our 2013 survey, we examine the experiences of LGBT students with regard to indicators of negative school climate:
A blended learning solution often calls for a platform for capturing in-class and out-of-class activities and content, and delivering it live or on demand to students. In just a few short years, colleges and universities have come to understand the many benefits of blended learning, from pedagogical to administrative. Lecture capture is one method of achieving blended learning.
In many institutions, introducing technology into the classroom presents opportunities – and obstacles to overcome. The introduction of any new technology – no matter how transparent or easy to use – requires changed behaviours. In education, the challenges can be grouped into three key areas: cultural, process, and academic. Any of these can hinder achieving return on investment and the ability to leverage – and scale – blended learning technologies. While the benefits of these technologies are
many, identifying and building on them requires strategy and preparation. This white paper, based on interviews with five universities as well as Wainhouse Research’s observations of best practices, identifies five compelling lessons about how to best drive adoption of lecture capture. The lessons include:
􀁸 Business value
􀁸 Inter-departmental cooperation
􀁸 Academic quality
􀁸 Student satisfaction
􀁸 Champions
The paper examines the five universities in detail, describing how each has found its own unique path to successful adoption of blended learning technologies. The paper also offers ten specific steps to overcome cultural, process, or academic obstacles. These are, in short:
1. Understand adoption cycles
2. Involve the right people
3. Clone your champions
4. Identify benefits to your overall institution & map goals of deployment
5. Plan extensively while remaining flexible and open to revising those plans
6. Create a consistent service model
7. Design sustainable policies
8. Create substantive processes for measurement
9. Encourage peer review
10. Leverage best of breed capture and delivery mechanisms
Blended Learning Technology: Navigating the Challenges of Large-Scale Adoption
Copyright © 2012 Wainhouse Research, LLC Page 4
The paper also offers a number of suggestions for addressing the issue of policy, which is so important in academic settings. Understanding how best to create policy can enable colleges and universities to harness and maximize the return on current or future investments in blending learning technologies.
In this paper, we exploit a rich longitudinal data set to explore the forces that, during high school, shape the development of aspirations to attend university and achieve academic success. We then investigate how these aspirations, along with grades and other variables, impact educational outcomes such as going to university and graduating. It turns out that parental
expectations and peer factors have direct and indirect effects on educational outcomes through their impact on both grades and aspirations. Policy measures that enlighten parents about the value of education may positively modify educational outcomes.
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.
Partnerships between Ontario colleges and universities have become increasingly important recently for at least two
reasons. Partnerships are encouraged generally in Canada, USA, Europe and elsewhere to transcend organizational boundaries, foster synergies and stimulate change. So universities are enjoined to partner with employers to integrate education and work, with industry to foster innovation and with other universities to avoid duplication.
The postsecondary undergraduate educational experience takes place in an environment rife with expectation. Those “bright college years,†destined to be memorialized and celebrated, attract a cluster of sociocultural images and resonances, some realistic and some fanciful. Students see these years as a unique time of opportunity and unprecedented autonomy, a psycho-social moratorium where possibilities open up and they can grow into their own adult skins. And while matriculating students look forward to what awaits them, the other group intensely involved in the educational process — the faculty — looks back, projecting their own experience-derived expectations upon undergraduates who, in fact, may be
experiencing a generationally-different world. What should new students expect to find when they begin — and settle into — this new, but temporary, university life? And how will those expectations change as they are met, surpassed, or frustrated? What should faculty expect of students, and will they or should they measure up to faculty models? To what extent can faculty expectations serve as a control or calibrating influence on the subjective expectations and experiences of students?
These are questions that are of vital interest to those attempting to understand the link between student engagement and student success and, in this paper, these questions are explored through three surveys—the National Survey of Student Engagement (NSSE), the Beginning College Survey of Student Engagement (BCSSE), and the Faculty Survey of Student Engagement (FSSE).
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.
This document supersedes the sections outlining assessment, evaluation, and reporting policy in The Ontario Curriculum, Grades 9 to 12: Program Planning and Assessment, 2000 and in curriculum policy documents for Grades 1 to 8, Grades 9 and 10, and Grades 11 and 12 published before the release of this document, with the following exception: The achievement charts in all current curriculum policy documents remain in effect.
A large number of college graduates enroll at Lakehead University each year to further their education. Within the Ontario University system Lakehead is tied with Ryerson as the university having the largest share of Ontario transfer students compared to its share of Ontario system full-time equivalent students. Because Lakehead is an important destination for college transfer students, it is important to study the success of these students as has been done for traditional direct entry
(straight from high school) students. This report compares and contrasts the success of the following three groups of college students entering Lakehead:
those entering through bilateral or multi-lateral agreements with block transfer,
advanced standing college transfer students (those who have completed a college diploma and
are eligible for transfer credit) and,
other college students without transfer credits (students who have upgraded their high school
credential at a college, those who only partially completed a diploma, or those whose average is
below the requirement for transfer credit).
Specifically, this report explores whether there are any significant differences in the success rates and / or profile of the three types of college transfer students. Comparisons will be made with direct entry students. Success will be measured using modifications of measures traditionally applied to first-time, full-time freshmen including retention rate, six-year graduation rate, and grade-point average.