Mission
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Confederation College inspires learners to succeed in their lives and careers in Northwestern Ontario and beyond.
Vision
• Confederation College will enrich lives through learning.
The Innovation Skills Profile (ISP2.0) isolates the unique contribution that an individual’s skills, attitudes, and behaviours make to an organization’s innovation performance.
The Conference Board of Canada and the Centre for Business Innovation invites and encourages employees, employers, educators, students, government, labour, and communities to use the ISP2.0 as a framework for dialogue and action.
Collectively, the skills of individuals create an organization’s capacity to innovate.
In January, President Barack Obama convened a gathering for a summit on college access. To be invited, attendees were obliged to make formal commitments to improve access for low-income and underrepresented students. For proponents of community colleges, the focus of this summit likely has a familiar ring. Historically, the defining traits of these two-year institutions have been accessibility with low tuition, open admissions, diverse programming with convenient scheduling, and relatively small class sizes.
In recent years, the Higher Education Quality Council of Ontario (HEQCO) has launched several studies that analyze and conceptualize the differentiation of the Ontario postsecondary education system (Weingarten & Deller, 2010; Hicks, Weingarten, Jonker & Liu, 2013; Weingarten, Hicks, Jonker & Liu, 2013). Similarly, in the summer of 2012, the Ontario Ministry of Training, Colleges and Universities (MTCU) initiated several projects to identify ways to drive innovation and improve the productivity of the postsecondary sector.
Ontario’s Ministry of Training, Colleges and Universities is currently at-tempting to increase institutional differentiation within that province’s post-secondary education system. We contend that such policies aimed to trigger organizational change are likely to generate unanticipated responses. Using insights from the field of organizational studies, we anticipate four plausible responses from universities to the ministry’s directives: remaining sensitive to their market demand, ceremonial compliance, continued status seeking, and isomorphism. We provide several policy recommendations that might help the ministry overcome these possible barriers to further differentiation.
Le ministère de la Formation et des Collèges et Universités de l’Ontario cherche à accroître la différentiation institutionnelle du système d’éducation postsecondaire ontarien. Nous soutenons que les politiques publiques visant à déclencher ce changement organisationnel vont vraisemblablement engendrer des réactions imprévues. Tirant nos connaissances des champs d’études organisationnelles, nous anticipons quatre réactions potentielles aux directives du ministère par les universités. Ainsi, les universités peuvent : demeurer réceptives aux demandes de leur clientèle, entreprendre une conformité superficielle, s’engager dans une recherche perpétuelle d’un statut supérieur ou favoriser l’isomorphisme. Nous suggérons plusieurs recommandations de politiques publiques qui peuvent aider le ministère à faire progresser la différentiation en surmontant ces éventuels obstacles.
The first edition of The Challenge of Change was published in 1997. It turned out that this was precisely the year when the field of educational change began a major shift toward deeper action and large-scale reform.
The occasion was Tony Blair’s first term election in England in May, 1997. He came into power with a clear and explicit education platform in which literacy and numeracy were named as the core priorities. Blair and his government committed in advance to targets of 80% proficiency in literacy and 75% in numeracy for 11-year-olds — starting at a base of 62%. This was an enormous undertaking because it involved the entire system of 20,000 schools and a timeline of essentially four years.
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.
A brash tech entrepreneur thinks he can reinvent higher education by stripping it down to its essence, eliminating lectures and tenure along with football games, ivy-covered buildings, and research libraries. What if he's right?
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.
In this summary we provide a list of practices for universities to consider when creating or expanding a student retention or degree completion grant program. These practices were gathered from a series of interviews with ten urban-serving institutions. More
comprehensive information from those interviews and additional background information are presented in the full report.
Canadians invest considerable energy, resources, and personal and societal aspiration into postsecondary education. It is good public policy to assess how we are doing and what outcomes we are achieving with that investment. One of HEQCO’s core mandates is to evaluate the postsecondary sector and to report the results of that assessment. To that end, in this report, we have assembled data that assess the performance of Canada’s 10 provincial public postsecondary education systems.
Older workers’ (aged 50-64) job retention in the paid labour force has come to the fore because of the shortfall in availability of skilled labour now and in Canada’s future and the projection of a ‘greying population.’ Employing mixed methods, the research focused on the unique approaches and challenges experienced by older professionals in informal learning, the everyday experiences in which people learn. In addition, the research focused on the practices of documenting (methods for keeping track of learning), assessing (making judgements about learning), and supporting (methods that facilitate learning) that are helpful for older workers’ informal learning practices. The project focused on Certified Management Accountants (CMAs), knowledge workers whose continuous learning is urgent in Canada’s ‘hot economy’ and whose professional associations have made learning a priority.
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.
This research study was initiated and funded by OPSEU Local 110 at Fanshawe College. The report was presented as part of a panel discussion of the Rae Review featuring Bob Rae, Darryl Bedford, Glen A. Jones and Mary Catharine Lennon in London, Ontario on March 31st, 2015. The opinions expressed in this paper are those of the authors and may not reflect the views of OPSEU Local 110 or its members.
Significant pressure on institutions to retain students who have already been recruited
• Support student success: high achieving students who we want to succeed
• Institutional Reputation
• Cost effective – recruitment of students has been highly competitive (especially international students who are a source of much needed funding for institutions); easier to try and keep students you already have than to recruit new students
There are quite a few moments in our lives when we feel hurt or offended, which usually come from the way other people make us feel. Often we may take into account any remark or comment we hear, and assume that if a certain thing is said or done it is to personally offend us; the children haven’t cleaned their room? They obviously don’t care about me; my coworkers are being inconsiderate? It's apparent that they don’t want to work with me. However, these are often thoughts that have no basis in reality, and they only cause us harm and prevent us from progressing in life. The following 8 tips should be read whenever you feel anger, pain or disappointment, as they’ll help you stop taking things personally, see the full picture, and feel more peaceful and secure.
This article explores the development of culturally relevant teaching practices of non-Native teachers in First Nations communities. The findings were gathered from a qualitative study that asked First Nations and non-Native educators what they believed non-Native teachers needed to know about cultivating student success for First Nations students. Based on participants’ personal stories, suggestions, and advice, this article encourages non-Native teachers to enrich their teaching practices through self-reflection, communication and community engagement, and the right kind of attitude. Participants
suggest that these activities can help non-Native teachers create a learning environment that is meaningful to the students they teach.
Keywords: culturally relevant teaching, First Nations education, teacher development
Résumé
Cet article explore les méthodes pédagogiques adaptées aux différences culturelles que développent des enseignants non autochtones au sein de communautés des Premières Nations. Les résultats présentés proviennent d’une étude qualitative dans le cadre de laquelle des enseignants autochtones et non autochtones se sont vu demander ce que, à leur avis, des enseignants non autochtones ont besoin de savoir afin de promouvoir la réussite scolaire de leurs élèves autochtones. Basé sur les témoignages, les suggestions et les conseils des participants, cet article encourage les enseignants non autochtones à
enrichir leurs méthodes pédagogiques par la réflexion personnelle, la communication et l’engagement communautaire, et l’adoption d’une bonne attitude. Les participants croient que cela peut aider les enseignants non autochtones à créer un milieu d’apprentissage qui est pertinent pour leurs élèves.
Mots-clés : enseignement adapté aux réalités culturelles, éducation des autochtones, perfectionnement
des enseignants
All of us have had major classroom disruptions that try our patience and push our limits. These incidents can threaten our sense of control and generate fear of looking weak to other students. We fear that other students might do the same thing if we don't take a strong stance. Couple these feelings with the possibility of taking the disruption personally, and we have a recipe for disaster. It's important that we divide our response into two parts:
1. Immediate stabilization
2. Intervention to resolve these issues
Confederation College president Jim Madder delivers his state of the college address on Wednesday; May 24; 2017
(Leith Dunick; tbnewswatch.com)
Thunder Bay school might be celebrating its 50th anniversary, but it's certainly not standing pat says, President Jim
Madder.
The growth of competency-based education in an online environment requires the development and measurement of
quality competency-based courses. While quality measures for online courses have been developed and standardized, they do not directly align with emerging best practices and principles in the design of quality competency-based online courses. The purpose of this paper is to provide background and research for a proposed rubric to measure quality in competency-based online courses.