This article compares aspects of an educational program offered at Nipissing University through the Centre for Continuing Business Education (CCBE) with the guidelines for successful adult learning programs that were developed by the Council for Adult and Experiential Learning. Through the use of a survey, the students of the CCBE were asked to provide their opinions on the evidence of adult learning success factors from their experience with the program. Analysis of the results showed that the students did find evidence of these factors in the program, and other areas for research were identified.
Most graduate students and postdocs know they should give serious thought to their next career steps, but they aren’t sure how to navigate the career exploration process. After all, for those with doctoral training, there are a dizzying array of possible career “destinations” both inside and outside academe. Collecting information about even a few of those options can quickly become overwhelming and hard to sustain along with your current job.
According to the Consortium for School Networking's 2015 IT Leadership Survey, 84% of school technology officials expect that at least half of their insructional materials will be digitally based with three years.
Medical schools have been engaged in curricular reform for over 20 years, although the 2010 release of the Carnegie Foundation’s Educating Physicians: A Call for Reform of Medical School and Residency1 galvanized the effort across the United States and
Canada. The report’s authors suggested four key elements, which we describe below along with some examples of how they can be implemented.
Last week, I described how what some observers might see as a bad approach to teaching -- focusing on our weakest students -- can, in fact, have good results. Continuing with that theme, let us take a look at a second aspect of good teaching -- promoting student learning -- and consider its inverse. In award letters, students regularly talk about how much they learned from award-winning professors and how new worlds were opened to them. It is hard to argue that learning is not fundamental to effective instruction.
As midcareer professors, we often hear newcomers to the tenure track worry about having to choose between academe and family life. Likewise among graduate students, the general perception is that, to succeed, they will have to be 100-per cent consumed with work.
Combining parenting with any job is not for the faint of heart. But from our perspective — as tenured professors and parents of, between the two of us, five kids, aged 8 to 11 — you do not have to sacrifice family life to succeed in an academic career.
But you may well have to sacrifice everything else. Both of us are in a phase of life that leaves little time for anything outside of our work and our kids.
Mental health is a growing concern for all Canadians. To date, it is estimated that approximately 20% of Canadians will experience some sort of mental illness in their lifetime1. It also remains a pressing issue for students across Canadian campuses as institutions continue to signal a rise in the number of mental health cases.
Ontario faces significant challenges to its global competitiveness. At the same time, demographic trends point to growing skills shortages and to increased competition worldwide for skilled labour. In the face of these challenges, there is an urgent need to ensure the economy has the skills it needs and individuals have access to recognized, credentialed education and training that meets their individual aspirations and supports their transition to long-term employment.
The proposals contained in this document also address a key priority of the McGuinty government: addressing poverty. For example, with youth unemployment at nearly 14 per cent, Ontario must ensure that at-risk youth, who have even higher unemployment rates, participate in education and training programs such as the Ontario Youth Apprenticeship Program, Job Connect and Learning to 18.
In recent years, mental health has become an increasingly prevalent issue on college campuses (Hunt & Eisenberg, 2010; Soet & Sevig, 2006; Zivin, Eisenberg, & Gollust, 2009). Mental health issues may include stress, anxiety, depression, and related aspects such as hopelessness, loneliness, and suicidal thoughts. According to the American Psychological Association (2012),
Millennials,ages 18-33, and Gen Xers, ages 34-47, are the most stressed generations, citing both high levels of stress and difficulty managing it. Data from the 2012 American College Health Association’s National College Health Assessment II (ACHA-NCHA II) indicate that 13% of male college students and 17% of female college students across the U.S. had problems functioning because of depression in the last 12 months. In terms of academic performance, 29.0% of students cited stress, 20.2% cited anxiety, and 12.4% cited depression as substantial
obstacles to their success.
Invited to reflect on community college leadership tran-sitions, I agreed, perhaps too readily. I have found myself struggling to respond to a very complex topic. Hardly a month goes by that there is not something in the higher ed press about the challenges posed by leadership changes in community colleges. Among the most recent was an article that lamented a dearth in the presidential pipeline, noting the intention of 75% of all current com-munity college presidents to retire within the next ten years. The author notes also the intent of 75% of senior level administrators to step down in that same timeframe.
Many countries strive to make postsecondary education maximally accessible to their citizens under the assumption that educated citizens boost innovation and leadership, resulting in social and economic benefits. However, attempts to increase access, especially in contexts of stagnant or diminishing financial support, can result in ever-increasing class sizes. Two aspects of large classes are extremely worrisome. First, economic and logistical constraints have led many such classes to devolve into settings characterized by lectures, readings and multiple-choice tests, thereby denying students experience and exercise with important transferable skills (e.g., critical thought, creative thought, self-reflective thought, expressive and receptive communication). Second, such classes are depicted as cold and impersonal, with little sense of community among students.
This paper examines whether intermediary bodies are useful in advancing government goals for quality and sustainability in higher education systems. It explores the evidence about intermediary bodies through case studies of England, Israel, New Zealand and the United States. It also treats the case of Ontario, whose best-known intermediary bodies have been the Ontario Council on University Affairs and the colleges’ Council of Regents.
10 Ways to Distinguish Consent
A GUIDE FOR STUDENTS AND ADVISORS
An Leadership PowerPoint Presentation
The Gallup organization, perhaps America’s most respected surveyor of public opinion, recently conducted its annual Alumni Survey of nearly 20,000 adults who attended college, slightly more than 1,600 of whom graduated between 2010 and 2019. Presumably most of these respondents are in their twenties or early thirties. When asked, 63% of white or Hispanic students agreed or strongly agreed with the statement “My professors at [University name] cared about me as a person,” compared with only 44% of Black
students.
Within the span of 20 years, tuition as a source of operating revenue grew from 18 percent in 1988 to 37 percent in 2008.1 The most recent financial reports show tuition alone made up 45 percent of universities’ operating budgets in 2014—51 percent when fees are included—compared to the provincial government’s 43 percent contribution.2 As tuition continues to increase the affordability, accessibility, and accountability of a university education are put at risk. Our Tuition policy sets out students’ priorities for addressing their short and long term concerns with regards to the tuition framework and tuition payment processes.
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 learning strategies. Findings suggest that, as in Canada, there is a “value gap” between academics and leaders of teaching centres regarding teaching development
initiatives using blended learning strategies.
There is no formal mandate for or tradition of inter-sectoral collaboration between community colleges and universities in Ontario. Follow- ing a regulatory change introduced by the College of Nurses of Ontario in 1998, all Registered Nurse educational preparation was restructured to the baccalaureate degree level through province-wide adoption of a college-university collaborative nursing program model. Despite complex sectoral differences in organizational culture, mandates, and governance structures, this program model was promoted by nursing educators and policy-makers as an innovative approach to utilizing the post-secondary system’s existing nursing education infrastructure and resources. This paper provides an overview
of the introduction of Ontario’s collaborative baccalaureate nursing programs and discusses some of challenges associated with implementing and maintaining such programs.
En Ontario, il n’y a pas de mandat offi ciel ni de tradition de collaboration intersectorielle entre les collèges communautaires et les universités. À la suite d’une modifi cation réglementaire apportée par l’Ordre des infi rmières et infi rmiers de l’Ontario en 1998, toute la formation pédagogique de niveau baccalauréat du personnel infi rmier a été restructurée par l’adoption à la grandeur de la province d’un modèle de programme de formation en sciences infirmières offert conjointement par les collèges et les universités. En dépit de différences complexes entre ces deux secteurs aux plans de la culture organisationnelle, des mandats et des structures de gouvernance, les enseignants en soins infirmiers et les décideurs ont fait la promotion de ce modèle de pro- gramme en tant qu’approche novatrice pour utiliser l’infrastructure et les ressources de formation en sciences infirmières déjà en place dans le réseau postsecondaire. Cet article offre un aperçu de l’introduction des programmes ontariens de baccalauréat conjoint en sciences infir- mières et examine quelques-uns des obstacles associés à la mise en œuvre et au maintien de ces programmes.
In May 2004 the Adult Education Review was launched at the request of the Minister of Education and the Minister of Training, Colleges and Universities. The goal of the review was to propose a policy framework for adult education and recommend
actions that would not only support but also improve adult education in Ontario.
Many CPAs are curious about whether teaching at a university will be a rewarding and fulfilling part of a professional career. In this article, the co-authors relate their experiences at the front of the classroom. They detail the benefits of teaching for individuals as well as the institutions that employ professional faculty.