Instructors have temporary experiences with groups of students each semester. Even so, these brief moments have the power to change lives. As professors, we decide the impact of our semester-long relationships. We decide to what degree we will work towards student engagement and transformation within our courses. If you would like to create a community of engaged learners within your classroom, it takes more than regurgitating the most compelling content, and it goes beyond collaborative pedagogical practices. The secret to inspiring and transforming students rests in the power of building a community of learners.
Innovation is essential for the education sector.
The ways in which curriculum decision making is organised reflects different implicit approaches on how educational systems pertain to promote innovation in education. Curriculum holds an outstanding place when seeking to promote innovation in education, as it reflects the vision for education by indicating knowledge, skills and values to be taught to students. It may express not only what should be taught to students, but also how the students should be taught. Curriculum innovations can include new subjects, combinations of old subjects or cross-cutting learning objectives. They may also take a form of new content, concepts, sequencing, time allocation or pedagogy.
A continued need exists for community college administrators to develop and implement strategies to ensure sufficient staffing to meet demand for online courses and promote student success. The problem this study addressed was threefold. First, online instructors in the local setting are overextended and are consequently unable to implement best practices. Because overextended online instructors cannot offer the presence and feedback needed to promote success, online student performance as measured by final course grades suffers. Another problem was that the current institutional system encourages overload teaching assignments. Finally, increased teaching loads can have negative ramifications on online instructor attentiveness, student performance, and academic rigor. The purpose of this descriptive quantitative study was to collect relevant data to examine the relationships among (a) online instructor employment status, (b) online instructor teaching load, and (c) online student performance at a community college. The study used both comparative and correlational research designs to address the research questions using ex post facto data. No statistically significant correlations were found between student success and employment status. However, a negative correlation was discovered between course overload and
student success as measured by final course grades and completion rates. Recommendations for future
research include an examination of seniority and tenure status of faculty and a wider geographic and
institutional type study to ensure generalizability of the results.
The Ontario university sector is already somewhat differentiated. A policy decision to increase the differentiation of the postsecondary system brings the following benefits:
• Higher quality teaching and research programs
• More student choice with easier inter‐institution transfer and mobility
• Greater institutional accountability
• A more globally competitive system
• A more financially sustainable system
Canada progress report for the UNESCO Global Report on Adult Learning and Education (GRALE) and the end of the United Nations Literacy Decade
I am a relative newcomer to contract instructing, having moved to Ontario from Saskatchewan in 2010, for family reasons related to health care for my younger son, who is a special-needs child. We moved from Saskatchewan because we were unable to get the health care we needed for him. My wife and I had a unique position at the University of Saskatchewan. We had a job share; she was on the tenure- track in Physics, and I was the teaching sidekick. This suited me, as I came late to university level teaching, working first as a research scientist in universities and then as a scientific computer programmer in the private sector. I did not have the conventional career trajectory of an academic employed in a tenured position at a university. We
moved to Ontario without having jobs to move into, but I was fortunate to be able to find work immediately at Carleton University as a laboratory supervisor. I was then offered contract instructor positions, and moved to teaching five one-semester Introductory Physics courses during the course of the year. To put this in perspective, this is the teaching load expected of a
full-time Instructor/Lecturer position, as defined in the Carleton faculty collective agreement. It would be extremely difficult to teach more than two of these courses in parallel—the workload would then be 50-60 hours per week. With my special-needs childcare commitments, this would be impossible. Nor would it be possible for me to take on a tenure-track position. The hours of work typically required to develop, fund, and launch a research program were more than I could actually devote to it. My ambition is more modest: to obtain a full-time instructor position and be able to develop better pedagogy for the teaching
of physics at the university level.
A fraternity member from the University of Oklahoma is videotaped chanting a racist song. At the University of Missouri, a slow response to racial slurs and graffiti fueled protests and led to the resignation of top administrators. At Bowie State University, a
swastika was spray-painted on the Martin Luther King Jr. Communications Art Center. Other incidents on campuses ranging from Yale University and Ithaca College on the east coast to Claremont McKenna College in California, led to campus protests and calls for change.
All of this and more occurred in 2015, leading the Washington Post’s Michael E. Miller to conclude “Whatever you call it, what’s clear is that unrest is spreading across American universities. One by one, campuses are lighting up with protests, demonstrations and — in a handful of cases — death threats, plunging the country into a broader debate about lingering racism
more than half a century after the Civil Rights Act.”
To be sure, today’s college students are helping to shine a spotlight on race, cultural differences, and the need for more inclusive, respectful campuses. It’s no surprise that faculty play an important role.
Postsecondary education has reached a critical impasse. Structurally speaking, the Canadian system does not look much different than it did 50 years ago. But the system’s dynamics have changed considerably: reduced government funding and the tough economic climate make efficient financial models a necessity for healthy institutions; student debt loads are increasing; underemployment is a reality for many undergraduate degree-holders; and the student body is increasingly diverse, with
growing numbers of international students, students from historically underrepresented groups, mature students returning to PSE to improve career prospects, and students having to work at least part-time to manage the cost of education. To ensure that our system is accountable, accessible and of the highest quality, we need to define and assess educational outcomes at both the institutional and student levels.
It is either ironic or absolutely unsurprising that while instructors love peer-review sessions for student writing, students mostly do not.
Having undergrads read and respond to each others' drafts is such a promising pedagogical idea: Students receive feedback on their writing, they get to see how others have tackled the same writing project, and the instructor doesn't have to do all the heavy lifting for once.
An in-class peer-review workshop is a part of the process for every major essay I assign. But I've made it a habit to ask my students about their previous experiences with such workshops, and their answers are almost uniformly negative. My students tell me these workshops are never useful and are a waste of time for both reader and writer. Through some combination of trial and error, dumb luck, and doing some reading on the subject, I think I've evolved some ways to ensure that peer-review sessions are helpful to students. I thought I'd share my advice here.
Effective classroom management is much more than just administering corrective measures when a student misbehaves; it's about developing proactive ways to prevent problems from occurring in the first place while creating a positive learning environment.
Establishing that climate for learning is one of the most challenging aspects of teaching, and one of the most difficult skills to master. For those new to the profession, failure to set the right tone will greatly hinder your effectiveness as a teacher. Indeed, even experienced faculty may sometimes feel frustrated by classroom management issues. Strategies that worked for years suddenly become ineffective in the face of some of the challenges today’s students bring with them to the classroom.
This paper reports the results of a study of provincial level arrangements for coordination of planning and operations between university and college sectors in Canada. The data are drawn from a survey of senior government and sector officials in which respondents were asked to describe existing arrangements for coordination and to comment upon the importance attached to, and priority issues for, coordination; characteristics of effective structures for coordination; and their satisfaction with existing arrangements. The findings indicate that inter-sector coordination is perceived as an important issue; that coordination structures are most developed in the provinces in which there is the strongest mandate for articulation between sectors; and that efforts are under way in most provinces to refine and improve structures for inter-sector coordination.
With all the post-Harvey-Weinstein wringing of hands about why it takes so long for abuse to be revealed, especially when everyone clearly knows it’s happening, I was reminded of what my department head had said to me when I asked for a member of my dissertation committee to be removed:
"Please don’t ask me to do this. He’ll make my life miserable."
I had approached the chair for help after it became clear that this professor and I had an "unworkable relationship." Ditching him, another faculty member told me, was the only way I could finally finish a lagging doctorate. I’d even sought help from a therapist who told me, "He doesn’t seem to want to let you go," and added, "but you have to get away."
When it comes to gender parity in the corner office, Canadian colleges are in front of their university counterparts. In fact, almost a third of college presidents are female, while just one in five top university executives are women. “We are very proud of our numbers,” says Denise Amyot, president of Colleges and Institutes Canada (CICan)—the first female to hold this position in the association’s 40-plus years. “We have quite a few women. It’s just amazing.”
Thirty-eight of the 127 member colleges of CICan have a female in charge, compared to just 19 of Universities Canada’s 97 member institutes (30 per cent vs. 20, respectively).
Co-operative education was one of the University of Waterloo’s (UW) defining characteristics when it opened in 1957 and it remains a foundational pillar today. With the support of its 4,500 employer partners, UW offers alternating terms of academic and workplace experience to more than 16,500 students from more than 120 different academic programs. These figures make UW the largest postsecondary co-op program in the world.
Maintaining strong employer relationships has been a critical success factor for UW’s co-op program. Both the relevant literature and the feedback received from employers have indicated that employability skills (communication, interpersonal skills, problem solving, etc.) are essential to success in today’s workplace (Hodges & Burchell, 2003; McMurtrey, Downey, Zeltmann & Friedman, 2008; Casner-Lotto & Barrington, 2006). A number of studies also indicate that employers are not satisfied with the employability skills of new graduates (Casner-Lotto & Barrington, 2006; AC Neilsen, 2000; Hart Research Associates, 2010).
Methodology:
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Longitudinal tracking of Fanshawe College’s Fall 2007 incoming cohort (n = 6,447) over 3 consecutive semesters
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Analysis: correlation of changes in enrolment status with 5 attrition factors
The purpose of this study was to document the implementation of an intergenerational literacy program that incorporated authentic literacy activity with the goal of raising low-English literacy levels of the parent and the English emergent literacy levels of their non-English speaking young children.
In an effort to improve writing skills, the Writing Centre at Wilfrid Laurier University developed a series of free online resources and tools for students. However, a recent study by the Higher Education Quality Council of Ontario (HEQCO) found that even when integrated into the classroom experience, only a small number of students actually used the tool as they felt it was not relevant to them, and those who did saw no impact on their grades. The authors feel further research is needed into how to best
integrate the service into the classroom, including potentially assigning grades for its use.
America’s community colleges have adaptation and change in our DNA. As the youngest upstarts of the higher education family, we cling to our self-concept as agile responders to the learning needs of our students and communities. Particularly at the student level, our colleges have extraordinary track records as agents of change. The learning we make possible expands our students’ social and economic prospects. It transforms them psychologically, behaviorally, and even physically, modifying the basic anatomy of their brains. The deep changes and growth that students undergo during their time with us are the double helix of our community college genetic code and our inspiration for this work.
The Strategic Mandate Agreement (SMA) exercise was intended to address at least three desired
outcomes:
1. To promote the government’s stated goal1 of increasing the differentiation of the Ontario postsecondary system by asking each Ontario postsecondary institution to articulate an institutional mandate statement identifying its distinctive strengths or aspirations and to identify key objectives aligned with that aspiration.
2. To advance and inform the discussion about how the Ontario system could increase its productivity to deliver a quality education to more students within the financial constraints expected in the public sector.
3. To elicit the best thinking from institutions about innovations and reforms that would support higher quality learning and, in its most ambitious form, transform Ontario’s public postsecondary system.
To assist with the evaluation of the SMAs, the Ministry of Training, Colleges and Universities (MTCU) “…instructed the Higher Education Quality Council of Ontario (HEQCO) to establish a peer review panel to evaluate…mandate submissions … for their ability to achieve significant improvements in productivity, quality and affordability through both innovation and differentiation.” The members of the Expert Panel are listed in Appendix 1.
The search for effective public policy approaches for relating higher education to the needs of the labour market was a subject of much attention in the 1960s and early 19 70s, and the verdict was largely against centralized comprehensive manpower planning. This paper re-examines the role of manpower planning in the university sector, in light of new economic imperatives and new data production initiatives by Employment and Immigration Canada. It concludes by rejecting what is conventionally referred to as manpower planning, and offering, instead , a set of guidelines for improving the linkage between universities and the labour market within theframework of existing institutional and policy structures.