As knowledge-intensive economies with aging workforces, Canada and the EU are facing similar labour market challenges amind deepening economic ties. Although labour shortages require long-term strategies, facilitating the temporary movement of skilled individuals could serve to strengthen economic relations; however, qualifications recognition is one of the key barriers to labour mobility between Canada and the EU due largely to the diverse range of practices and regulatory authorities across jurisdictions.
The expansion of public, postsecondary education and the attendant additional costs associated with that expansion are significant concerns to governments everywhere. Ontario is no exception. Innovation in the delivery of academic programs holds the potential to contain costs, improve quality, and enhance accountability. This project is intended to assist the Higher Education Quality Council of Ontario (HECQO) to better understand how a shift to competency-based education might affect the cost and quality of higher education programs, institutions and systems and to investigate how competency-based education might enhance the productivity and accountability of public higher education systems and institutions.
Search committees have a list of six to 10 usual questions they ask every candidate interviewing to be a department chair or dean. There is the icebreaker question ("What attracts you about joining us here at Prairie Home University?"), the leadership question ("How do you deal with conflict?"), and the fund-raising question ("What is the largest private gift you have asked for and
received?").
But of all the questions asked and answered, the one that has proved to be the most complex is the diversity
question.
Most astronomers teaching undergraduate astronomy aspire to connect their students directly with the night sky. In the same way that a biologist might want her students to actually handle live specimens or a geologist for his students to chip away at real rocks, astronomers want their students to actually see and observe planets, stars and galaxies. Sadly, the combination of urban light pollution, unpredictable weather and daytime teaching schedules make this impractical. This is especially the case for high-enrolment survey courses, which present the additional complication of huge numbers of students to schedule.
An increasingly common strategy is to teach astronomy in digital planetariums: domed rooms on whose ceilings can be projected fantastically detailed representations of the night sky. Planetariums are, in many ways, more useful than the actual sky: they can be used during the day, are not subject to changeable weather, and can be manipulated to show sights not normally visible in the actual sky. Even better, digital planetariums can have control interfaces which are simple enough that almost anyone can use them – ours uses an off-the-shelf video game controller.
I’ve never been too big on New Year’s resolutions. That probably has a lot to do with January’s place in the school year. The changing of the calendar year is really just a short gasp of air between semesters. The real new year in academe— the time for new beginnings and fresh starts — comes now, in August. I’ve had time away from the classroom to recharge my batteries and to forget about teaching for a while. I want to be a better teacher this year than I was last year. August is my month of big plans, of good intentions, of new leaves ready to be turned over.
Given the apparent importance of making such plans public, I thought I’d share some of my new (school) year resolutions, and ask you to share your own in the comments below. Here are some of the things I want to do this year:
Universities Canada members voted to uphold seven “inclusive excellence” principles and to undertake an action
plan from 2017 to 2022.
At Universities Canada’s fall membership meeting, university presidents endorsed a set of principles to advance
diversity, equity and inclusion on their campuses, and committed to a five-year action plan to measure their progress
and outcomes.
“It’s the coming together of a number of things that have led us on this path,” said Mike Mahon, the president and
vice-chancellor of the University of Lethbridge, who was voted in as the new board chair of Universities Canada at
the meeting on Oct. 25. On top of the many conversations over the years in the university community around
creating inclusion, “there is this landscape around us – the commitment of the federal government to be as
inclusive, diverse and equitable as possible,” he said, and that includes efforts to increase equity and diversity in the Canada Research Chairs program.
This report evaluates the impact of the University of Windsor Faculty of Arts and Social Sciences
Mentorship Program (FASSMP) on students, mentors and instructors. The FASSMP was established in 2005 in order to address issues of enrolment and retention by enhancing the first-year experience. The program addressed this challenge by integrating peer mentors into first-year foundation courses as a way to help students transition to university.
International students have become an increasingly important dimension of Canada‘s educational and immigration policy landscape, which has led to the development of pathways from educational to working visa status. In this report we present an analysis of international student numbers, visa transition rates, processes and government policy evolution with regard to international student entry to Ontario between 2000 and 2012. The report’s findings suggest four major areas of change: increasing male dominance in the number of student entries; the rise in international student entries into the college sector; the increasing importance of international students as temporary workers post-graduation; and the profound shift in source countries for Ontario-bound international students. Policy knowledge in areas related to these issues is vital to Ontario's ability to compete for international students, who can become potential immigrants, while maintaining high-quality postsecondary educational institutions.
While the phenomenon of leadership is widely considered to be universal across cultures, the way in which it is operationalized is usually viewed as culturally specific. Conflicting viewpoints exist in the leadership literature concerning the transferability of specific leader behaviors and processes across cultures. This study explored these conflicting views for managers and professional workers by empirically testing specific hypotheses which addressed the generalizability of leadership behaviors and processes across five nations in North America and Asia. Confirmatory factor analyses provided evidence for conceptual and measurement equivalence for all six leader behaviors employed in the study.
The current Canadian landscape of graduate education has pockets of presence of Indigenous faculty, students, and staff. The reality is that all too of- ten, Aboriginal graduate students are either among the few, or is the sole Ab- original person in an entire faculty. They usually do not have mentorship or guidance from an Indigenous faculty member or ally, that is, someone who is
supportive of Indigenous knowledges and Indigenity. While many institutions are working to recruit and retain Aboriginal graduate students, more attention needs to be paid to culturally relevant strategies, policies, and approaches. This paper critically examines the role of a culturally relevant peer and faculty mentoring initiative—SAGE (Supporting Aboriginal Graduate
Enhancement)—which works to better guide institutional change for Indigenous graduate student success. The key findings show that the relationships in SAGE create a sense of belonging and networking opportunities, and it also fosters self-accountability to academic studies for many students because they no longer feel alone in their graduate journey. The paper concludes with a discussion on the implications of a culturally relevant peer-support program for mentoring,
recruiting, and retaining Aboriginal graduate students. It also puts forth a challenge to institutions to better support Aboriginal graduate student recruitment and retention through their policies, programs, and services within the institution.
Executive Summary
While there has been great interest and progress in terms of defining core learning outcomes related to the completion of various postsecondary programs, there has been far less progress in terms of elucidating powerful ways to assess these outcomes. Without clear assessment methods it is difficult to see how one could perform course or program redesign with these learning objectives in mind.
To date, attempts to address this “assessment of learning outcomes” gap have focused mostly on the use of qualitative tools that are given to students as they leave some institution or program, tools like the National Survey of Student Engagement (NSSE) questionnaire or the Collegiate Learning Assessment (CLA) index. But these tools rely on subjective report, are often difficult to administer repeatedly at scale, and typically only provide an “after education” snapshot of learning. This report highlights and validates a different assignment- based approach that has much greater potential to provide quantitative data with much higher resolution.
Problem-based learning (PBL) is an instructional method where student learning occurs in the context of solving an authentic problem. PBL was initially developed out of an instructional need to help medical school students learn their basic sciences knowledge in a way that would be more lasting while helping to develop clinical skills simultaneously. Although PBL ad- dresses this specific need, it is also based in sound educational theories and paradigms. The author addresses those theoretical foundations of PBL, which, in turn, help readers to understand why PBL can be effective as well as enable them to diagnose and improve PBL applications when things are not going quite as planned.
The problem with textbooks is that they’re expensive. They’re sort of a hidden educational fee.
Like a lot of students, James Tait was supposed to buy the online component to his textbook. Buying used to save a bit of money, he didn’t get the online access code that comes with a new book.
“I needed it for my chemistry class, it was called Mastering Chemistry, but I never bought it,” he said.
The online component is an addition to the textbook, for homework, self-tests, and tutorials. Textbook companies include these platforms with the sale of new textbooks as an additional service, but also to reduce used textbook sales. The access code for Mastering Chemistry is about $70.
Any seasoned academic who has been involved with job searches knows there are two sets of criteria for some positions: the ones in the published ad and the "hidden" ones.
"The dean says we must hire a woman this time," reports the chair. Or the dean says: "The department’s lack of racial diversity is becoming a problem, you’ve got to fix that with this year’s search." Or the department’s star faculty member tells the chair, "If you don’t hire my spouse into a permanent line finally, we will take jobs elsewhere next year." All of those fall into the hidden-criteria column.
In 2012 HEFCE published a review of philanthropy in UK higher education that showed what tremendous success there has been in growing philanthropic support to universities in the last 10 years. The report concluded that if the current rate of acceleration in philanthropic income continues, UK universities will attract gifts worth £2 billion a year from some 640,000 donors by 2022.
The report showed that investment in fundraising brings results whatever the size or type of university. If this success is to continue we must have a strong and growing group of educational fundraisers who are skilled in leading development teams and working with academics and institutional leaders.
Are books a condition of our labour? Do we need libraries with stacks and physical collections? Recent discussions within libraries across the country have highlighted faculty anxiety and displeasure with the fate of university libraries, as cuts are made to purchasing and operating budgets, collections culled, and the very nature of acquisitions transformed by changes in the
methods of conducting and disseminating our research. Are libraries not an intrinsic part of our working conditions? How can we teach a student about the history of slavery, for example, if they do not have access to a wide range of interpretive sources that reflect changes in the writing of history over time? How can we encourage students to seek out many different kinds of evidence and to ask new and innovative questions, if libraries do not offer a variety of materials from a variety of different time periods? How can we encourage students to be venturesome and curious if they can no longer browse shelves? Those of us at smaller institutions long ago gave up the idea of having a ‘research’ library, but we do need very basic book collections, as well as collections of government documents and other sources that have not been digitized and, in fact, may never be. Without these, our teaching will be impoverished and our students’ learning will too.
While the benefits of strong literacy skills are well established, there is growing concern that Canadians’ literacy skills, including those of students attending postsecondary institutions in Ontario, are not meeting expectations. The timing is especially problematic given that strong literacy skills are critical to students as they graduate into a highly competitive and increasingly globalized labour market.
A review of literacy data from Statistics Canada and the Organisation for Economic Co-operation and Development (OECD), including results from the International Adult Literacy Survey (IALS), the Adult Literacy and Life Skills Survey (ALL) and the Programme for the International Assessment of Adult Competencies (PIAAC), point to some troubling trends in literacy achievement and a lack of consistency in expectations for high school students who go on to postsecondary education.
When I recently returned to my department after a decade in administration, I looked forward to reconnecting with former colleagues, getting to know the grad students, going to lectures and colloquia, teaching undergrads, and yes, even serving on departmental committees. But when I moved into my faculty office and began my work schedule, I had only one question as I looked around my department: Where did everybody go?
A 10-year absence presented a fairly stark before-and-after picture of a very real transformation that is happening on our campuses. Many faculty rarely come into their offices anymore.
Entire departments can seem like dead zones, and whole days can pass with only a glimpse of a faculty member as someone comes to campus to meet a student, attend a meeting, or teach a class. The halls are eerily quiet. Students, having figured this out, are also absent. Only the staff are present.
The signatory institutions to this protocol agree to maximize their contribution to a sustainable future and are committed to their role as leaders to their internal and external communities.
In the context of this protocol, sustainability is institutionally defined and may include environmental, economic and social dimensions.
Between June 2013 and June 2014, 11 graduates from the School of Education at Laurentian
University,most teaching in smaller communities scattered across northern Ontario, were interviewed about their recent experiences. The purpose of these interviews was to determine how well the concurrent education program had prepared these graduates for the realities of teaching in First Nation, Métis and Inuit (FNMI) remote and rural communities in the province. Five of the graduates’ administrators or school principals were also interviewed to determine how thoroughly teacher
training had prepared the graduates to work in the north and how the program could be improved.