The Strategic Mandate Agreement (SMA) exercise was intended to address at least three desired
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.
Ensuring a good match between skills acquired in education and on the job and those required in the labour market is essential to make the most of investments in human capital and promote strong and inclusive growth. Unfortunately, in the OECD on average, about one in four workers are over-qualified –i.e. they possess higher qualifications than those required by their job – and just over one in five are under- qualified – i.e. they possess lower qualifications than those required by their job. In addition, some socio- demographic groups are more likely than others to be over-qualified – notably, immigrants and new labour market entrants who take some time to sort themselves into appropriate jobs – or under-qualified – notably, experienced workers lacking a formal qualification for the skills acquired on the labour market.
Chief Student Affairs Officers (CSAOs) are senior-level student affairs per-sonnel. In 2011, 33 CSAOs responded to a national survey and provided a professional perspective on field development, student services, as well as predicted five-year trends for student affairs. In 2013, 17 CSAOs responded to the same survey and provided further information on these topics. Results indicated that attitudes towards diversity and technology remained stable be-tween 2011 and 2013. We established that CSAOs have less positive attitudes towards research, evaluation, and assessment than they do towards commu-nication and leadership. Here, we discuss at length the implications of these finding, as well as the potential for research into student affairs. In addition, we examine the continued professionalization of the CSAO field and note that research into CSAOs should be proactive instead of reactive.
What happens when a high-school student from a low-income family wants to attend a private college 100 miles away, but has a parent whispering in her ear to look closer to home? The "Survey of Admitted Students: Targeting Yield Strategies," may provide some answers, as well as more questions.
The report, produced by Eduventures, a consulting company, and written by Kim Reid, a principal analyst there, distilled insights from more than 100,000 high-school students nationwide.
The Ontario government has indicated its intention to negotiate individual mandate agreements with each of Ontario’s postsecondary institutions and to amend funding formulas to focus resources on what each institution does best. These actions signal the government’s desire to pursue a policy of greater institutional differentiation within the Ontario public postsecondary system. The purpose of this paper is to advance the conversation by examining differences among Ontario’s 24 colleges
on key variables related to programmatic diversity and participation in degree granting.
On March 12, 2015, the government announced that Ontario would be moving forward with the transformation of its postsecondary education sector by launching consultations on modernizing the university funding model. The purpose of this consultation paper is to outline an engagement process and position the review within the context of the government’s
overall plan for postsecondary education. Funding universities in a more quality-driven, sustainable and transparent way is part of the government’s economic plan for Ontario.
Americans reaching traditional retirement ages during the past two decades and today face a different retirement environment than did prior cohorts. Mandatory retirement has been eliminated for the vast majority of American workers, and important work disincentives (or retirement incentives) in Social Security and in employer pension plans have been eliminated or reduced. Americans are living longer and healthier lives, fewer have physically arduous jobs, and technology has increased the options about where and when people work. In addition, the age of eligibility for ‘full’ Social Security retirement benefits has been increased from 65 to 66 (and will soon increase to 67), which is equivalent to an across-the-board benefit cut, and fewer firms are offering employer-sponsored post-retirement health insurance. There are concerns about the future of Social Security, Medicare and Medicaid. Some of these changes are good news for older workers and some bad, but they all have altered the relative attractiveness of work and leisure late in life in favor of work.
The goals of Education for All (EFA) are centrally concerned with equality. If children are excluded from access to education, they are denied their human rights and prevented from developing their talents and interests in the most basic of ways. Education is a torch which can help to guide and illuminate their lives. It is the acknowledged responsibility of all governments to ensure that everyone is given the chance to benefit from it in these ways. It is also in the fundamental interests of society to
see that this happens – progress with economic and social development depends upon it.
Each year the Ontario Undergraduate Student Alliance releases its Habitats project: a series of case studies on municipal-level issues affecingundergraduate students. These case studies are written by OUSA campus researcher from our member institutions.
In Germany, strong public and private investments in apprenticeship training have created a well-coordinated and functional
apprenticeship system. Its success renders the German apprenticeship system a model that other countries look to for ideas and inspiration. Nevertheless, German governments, businesses, employee groups, researchers, and other stakeholders continue to seek ways to improve the system.
The curriculum should pay particular attention to ethnic, gender, and other forms of social difference and inequality. At the same time, it should stress the importance of studying, ideals and experiences of what it means to be a teacher. Courses should be designed to explore these issues in both historical and contemporary settings. Although the concentration needs to be on the content, a good curriculum needs to be designed to foster a community of learning among people and at the same time to offer considerable flexibility and intellectual diversity (J. Yalden, Long, Micheal H., Richards, Jack C. 2001). In this paper we will analyze key aspects of, and changes in, the curriculum, social and economic development in South Eastern Europe in the last twenty years. Major issues covered in this paper will be: the impact of communism on society; political and education reform; the problems of people with special needs; the changing role and status of minority groups and the introduction of a service learning project in the curriculum.
Keywords: Service-learning; education, curriculum, creativity
Whether they led a company or a country, history's best leaders understood the importance of providing the motivation and direction to achieve larger goals. Poor leaders lose the faith and trust of the people they lead, while great leaders seem to
lead without effort. The character, actions and thoughts of a leader, good or bad, permeate an organization. Your goal should be to demonstrate the best qualities of a leader while encouraging the same from those who follow you. These 35 quotes about leadership will help you think about and guide your actions.
This report examines the postsecondary attrition and academic performance of males (compared to females) and students with disabilities, two groups on which limited research is currently available. The research addresses four main issues: 1) differences in attrition patterns among the targeted sub-populations, 2) a comparison of the background, demographic, psychosocial and study skill variables that lead to attrition and poor first semester performance, 3) the predictive value of these variables for the targeted sub-populations in identifying students who are at risk at the time they enter college and 4) reasons given by students for leaving postsecondary study prior to completing their diplomas. The analysis included those students who commenced studies for the first time at a large non-residential English college in Quebec between 1990 and 2007. The college offers three-year career programs (26% of enrolments) and two-year programs leading to university entrance (68% of enrolments). Six percent of students are also enrolled in qualifying studies. In addition to the high school average, we compared three groups of variables 1) six background variables obtained from the students’ records (Records variables), 2) nine variables obtained from the college’s annual incoming student survey (ISS variables) and 3) ten psychosocial and study skill variables obtained from the Student Readiness Inventory (SRI variables) (ACT Testing Services, 2008). The following provides a summary of the findings
related to each of our research questions.
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.
The purpose of this study is to estimate the effects of organizational attributes on social integration in particular, and more generally on the student withdrawal process. Theory elaboration (the application of new concepts borrowed from other theoretical perspectives to explain the focal phenomenon) is used to help with the revision of Tinto's interactionalist theory of individual student departure. The existence of empirical evidence supporting the importance of organizational attributes in the persistence process makes the addition of organizational characteristics a logical choice as a possible source of social integration in an elaboration of Tinto's theory. The results from this study provide strong supp elaborating the revised version of Tinto's theory through the inclusion of concepts from organizational theory.
Both the higher education sector and the healthcare sector require people who do not identify with a formal role of leader to engage in leadership. In both sectors, leadership must be exercised on a continuous basis. Leadership development in higher education is influenced by an increase in managerial control, market competition, organisational restructuring and government scrutiny. Tensions between the need to meet requirements of industry versus academic requirements will continue as long as universities face these dual challenges in a competitive global economy. Universities are expected to be efficient and cost effective, flexible in their offerings, while being increasingly responsive to student expectations and needs. These tensions have resulted in some resentment from academic staff members who perceive that their autonomy is being reduced. This chapter presents current debates about leadership with a particular focus on higher education and leadership development of academic staff. Academic leadership is understood to incorporate the core academic functions of teaching/learning, and research and scholarship together with a broader focus on academic values and identity. The changing nature of this sector provides a background for current thinking about academic leadership. This chapter will draw on a recent case study from the healthcare sector which we argue contributes to the thinking on leadership not only
in the healthcare sector, but also in higher education context. The chapter concludes with key messages for academic staff making a case for building capacity of leaders in education at all levels.
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
This guide contains practical steps that will help public sector agencies and departments develop a social media strategy and policy to gain maximum value from social media efforts. It also outlines some smart records retention practices—so you’ll be better prepared to respond to open records requests or other e-discovery needs when they arise.
About a third of tenured faculty age 50 or older expect to retire by “normal” retirement age,1 while fully two-thirds anticipate working past that age or have already done so. This latter group is sometimes called “reluctant retirees,” and when their numbers swell on campus, it can lead to productivity declines, limited advancement opportunities for junior faculty, a lack
of openings for new hires, and difficulty reallocating institutional resources. To address a reluctant retiree pheno- menon and better manage faculty retirement patterns, college and university leaders need to understand the thought process among senior faculty regarding whether and when to retire.
When Ontario began to expand its higher education system in the mid-1960s, it made an important choice: to provide public funding to universities on the basis of a formula. Many jurisdictions, in Canada and beyond, do not use such formulae in their higher education systems. But there are clear advantages to such an arrangement. A funding formula supports the distribution of funding in a predictable, equitable way, that can be easily understood by those who study and work within our universities.
Nevertheless, no formula can remain functional forever, especially as the world changes and our expectations of universities shift. For this reason, OCUFA welcomes the University Funding Formula Review, initiated by the Government of Ontario in early 2015. We particularly welcome the opportunity to provide feedback into this process on behalf of the province’s professors and academic librarians.
The university funding formula is deeply important to the success and vitality of Ontario’s universities. It cannot therefore be treated as a laboratory to play with the latest fads in university finance. A measured and responsible approach to reforming the university funding formula should retain its greatest strengths, while correcting its flaws. The Government of Ontario, as the steward of the university sector, has the important task of working with the sector to identify these weaknesses and strengths, and rejecting harmful policy proposals masquerading as innovations.
This submission makes the case that the basic mechanic of the existing formula is sound, but needs to be updated and streamlined. It is also important to consider how the existing formula does not serve some universities – such as those in Northern Ontario – and how changes can be made to address these challenges.
We also argue that performance funding – currently a cause célèbre south of the border, chiefly among those who do not actually work in universities – is not the right approach for Ontario. There is no evidence that performance funding improves student outcomes, but there is growing evidence that it actually has a variety of negative effects. It also violates numerous principles outlined by the University Funding Formula Review team, while cutting against beneficial and collaborative processes for improving quality.
Finally, we suggest that the goals of transparency, accountability, and quality are best served by a new higher education data system. Such a system would be created and run collaboratively by the sector, with the goal of fueling meaningful policy discussions through the provision of timely and useful data.
Once again, OCUFA appreciates the opportunity to provide input into the University Funding Formula Review. We look forward to working with the government to build a university system that promotes quality while protecting the important principles that have allowed our institutions to be so successful.