Educators want nothing more than for our students to feel successful and excited to learn, and to understand the importance of their education. We want our students' attention and respect to match our own. I believe that most if not all of our students desire the same, but walking through our classroom doors are beautifully complex youth who are neurobiologically wired to feel before thinking.
In recent years, concepts of shared and distributed leadership that view leadership ‘as a group quality, as a set of functions which must be carried out by the group’3 have emerged as popular alternatives to heroic and individual approaches. A shared leadership perspective shifts the focus on leadership from person and position to process and is now widely advocated across public, private and not-for-profit settings where there is a need to influence and collaborate across organisational and professional boundaries.
Digital Talent: Road to 2020 and Beyond is Canada’s first national digital talent strategy. It highlights the opportunities and challenges facing Canada’s digital economy and underscores the importance of digital talent as one of the most critical advantages for Canada in a global economy. The strategy is aimed at ensuring that Canadians are well prepared to succeed as skilled workers and entrepreneurs in this fast pace econo y, as well paving the way for greater participation as consumers and citizens in an increasingly digital world.
Welcome to the Workshop!
9-11:00 Module I-The Leader in You 11-11:30
11:30-1:00 Module II-Professional Cultures Module III-Leading Professional Capital
2:00-3:15 Module III-Leading Professional Capital (cont’d) Module IV -The Leader and Technology
Module V-Closing
Given the ongoing alarm regarding uncontrollable costs of higher education, it would be reasonable to expect not only concern about the impact of MOOCs on educational outcomes, but also systematic efforts to document the resources expended on their development and delivery. However, there is little publicly available information on MOOC costs that is based on rigorous analysis. In this article, we first address what institutional resources are required for the development and delivery of MOOCs, based on interviews conducted with 83 administrators, faculty members, researchers, and other actors in the MOOC space. Subsequently, we use the ingredients method to present cost analyses of MOOC production and delivery at four institutions. We find costs ranging from $38,980 to $325,330 per MOOC, and costs per completer of $74-$272, substantially lower than costs per completer of regular online courses, by merit of scalability. Based on this metric, MOOCs appear more cost-effective than online courses, but we recommend judging MOOCs by impact on learning and caution that they may only be cost-effective for the most self-motivated learners. By demonstrating the methods of cost analysis as applied to MOOCs, we hope that future assessments of the value of MOOCs will combine both cost information and effectiveness data to yield cost-effectiveness ratios that can be compared with the cost-effectiveness of alternative modes of education delivery. Such information will help decision-makers in higher education make rational decisions regarding the most productive use of limited educational resources, to the benefit of both learners and taxpayers.
In this paper, four qualitative case studies capture the complex interplay be- tween the social and structural relations that shape community - academic partnerships. Collaborations begin as relationships among people. They are sustained by institutional structures that recognize and support these relationships. Productive collaborations centralize reciprocity, flexibility, and
relationship building between individuals and institutions. Our findings also indicate a synergistic interaction between collaborative processes and out- comes: an equitable process supports the development of mutually beneficial outcomes, and the ability to sustain a collaborative process requires substantive progress towards shared change goals.
Here’s a question to ponder in the wee hours of the morning – or right now. How can a government respond to the following societal dynamic?
1. A persistent and growing demand for more availability of public postsecondary education.
2. Fewer public dollars to sustain or grow public postsecondary education, especially in Canada
with the insatiable financial appetite of the health care system.
3. A political imperative to minimize tuition increases.
4. Greater scrutiny and accountability around everything governments and public institutions do.
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.
For over a century, the central goals of Canada’s Aboriginal policy were to eliminate riginal rights; terminate the Treaties; and,
to cease to exist as distinct nd operation of residential schools were a central element of this policy, which can best be
described as “cultural genocide.”
Physical genocide is the mass killing of the members of a targeted group, and biological
genocide is the destruction of the group’s reproductive capacity. Cultural genocide is the
destruction of those structures and practices that allow the group to continue as a group. States
that engage in cultural genocide set out to destroy the political and social institutions of the
targeted group. Land is seized, and populations are forcibly transferred and their movement is
restricted. Languages are banned. Spiritual leaders are persecuted, spiritual practices are
forbidden, and objects of spiritual value are confiscated and destroyed. And, most significantly to
the issue at hand, families are disrupted to prevent the transmission
of cultural values and identity from one generation to the next.
The labour force participation rate of 15- to 24-year-olds (the percentage who are employed or seeking employment) declined from 67.3% in 2008 to 64.2% in 2014, reflecting a 3.8-percentage- point drop from 2008 to 2012 followed by a slight increase (Chart 1). The decline was particularly pronounced among youth aged 15 to 19, whose participation rate fell 6.2 percentage points to 49.8% in 2014.
Inside Higher Ed’s eighth annual survey of college and university presidents seeks to understand how these leaders view the opportunities and challenges facing higher education institutions in the U.S.
This study addresses the following questions:
• What effects do presidents perceive the election of Donald Trump had on their campus and on higher education more generally?
• What are presidents’ views of some of the federal policies that affect higher education?
• Are presidents confident in the sustainability of their institution’s financial model over the next 5 and 10 years?
• Do presidents believe the business models used in various sectors of higher education are sustainable?
• Do presidents anticipate that additional colleges will close or merge in the coming year?
• What are presidents’ opinions about tuition resets or tuition freezes?
• What are presidents’ biggest concerns about the size and composition of their student body?
• How do presidents assess race relations at their institution and at colleges nationwide?
• Do college presidents believe that Americans have an accurate view of the purposes of higher education?
• What factors do presidents see as causing declines in public support for higher education?
• How vocal have presidents been about political matters?
• How well prepared do presidents think they were for the various tasks of a college presidency when they first became a president?
Among the most prevalent emerging trends in postsecondary education is a migration from traditional face-to-face instruction to models that leverage online and digital learning resources. Whether instruction takes place completely online or involves a hybridization of online and traditional approaches (e.g., “blended learning”), technology-mediated learning modules have the potential to address student preferences for “24/7” access to resources.
This report describes a study exploring the impact of academic community-based learning (CBL), course community-service learning (CSL) and other in-course learning activities (ICLA) on student learning. Informed by Kolb’s (1984) experiential learning cycle, the study used a survey instrument, adapted from several existing survey instruments, examining students’ self-reporting in a number of areas such as:
• Student engagement
• Depth of learning
• Perceptions of course environment including teaching quality and course workload
• Educational outcomes
The study, conducted over a two-year period (July 2011 to July 2013), surveyed 485 York University undergraduate students enrolled in a variety of introductory and upper-year courses across various academic disciplines. In addition, faculty members who taught these courses were also invited to take part in focus group sessions. The focus groups provided additional qualitative data about instructors’ motivations, strategies and challenges associated with incorporating experiential
education approaches to their teaching and instructors’ perceptions of how CBL, CSL and ICLA impact student learning and
experience.
The time for meaningful transformation in Ontario’s post-secondary system is now. To meet the needs of the emerging economy, reform must focus on innovation and applied learning that vaults our province ahead of its competition
in creating the best-educated, best-prepared workforce in the world. Composed of distinct but equally valued and complementary partners, Ontario’s transformed post- secondary system will ensure that all students can reach their full potential through a broad array of theoretical and applied learning opportunities. Colleges will continue to be student focused, specializing in applied learning that leads to good jobs for graduates, addresses labour market needs and affords access to the broadest possible population. Colleges and universities will offer a range of credentials within their systems and collaborate on a multitude of programs that offer students the best of both. Expanded pathways will give students the opportunity to customize their post-secondary experience to match their interests. Online and blended learn- ing, married to leading-edge
technology, will enable students to learn anywhere, anytime, and in ways best suited to their learning styles. Students will be better prepared than ever before to meet the demands of the economy, and they will achieve their goals faster and at less cost.
Facilitating dialogues about racial issues in higher education classroom settings continues to be a vexing problem facing postsecondary educators. In order for students to discuss race with their peers, they need skilled facilitators who are knowledgeable about racial issues and able to support students in these difficult dialogues. Yet previous research on difficult dialogues has largely focused on students’ experiences in these dialogues and the outcomes they gain from participating in them with little knowledge about the roles of facilitators of these dialogues.
What are the key factors associated with attrition specifically at a Canadian community college?
Abstract
The Ontario Ministry of Education announced the Parent Engagement Policy for Ontario Schools in 2010. This policy aims to support parent engagement and provides a vision of its implementation at schools, boards, and the ministry. This mixed methods case study sheds light on its implementation and thus its implication by exploring the parent engagement
experiences of parents and teachers. The study results reveal that the actual and desired levels of engagement are different between new immigrants and the established or non-immigrant families, and that teacher education in parent engagement is desirable in optimizing parent partnerships.
Keywords: immigrants, parent engagement, policy, parent involvement, teacher education,
professional development
Résumé
Le Ministère de l’éducation de l’Ontario a annoncé le Parent politique d’engagement pour les écoles de l’Ontario en 2010. Cette politique vise à soutenir l’engagement parent et Implementing Parent Engagement Policy in an Increasingly Culturally Diverse
fournit une vision de sa mise en oeuvre dans les écoles, les conseils scolaires et le ministère. Cette méthodes mixtes étude de cas met en lumière sa mise en oeuvre et donc son implication en explorant la participation des parents expériences vécues par les parents et les enseignants. Les résultats de l’étude révèlent la réelle et désirée niveaux d’engagement sont différentes entre les nouveaux immigrants et les établis ou de non-immigrant, familles et que la formation des maîtres en participation des parents est souhaitable dans l’optimisation des partenariats parent.
Mots-clés : immigrés, participation des parents, la participation des parents, la formation des enseignants, le développement professionnel, politique, défense des intérêts du public
The purpose of this research study was to investigate if and how mobile devices could be used to support the required program outcomes in a blended pre-service teacher education degree. All students enrolled in an educational technology course during the fall 2011 semester were provided with ViewSonic tablets. Through faculty interviews, student online
surveys, and a post- course focus group, the study participants indicated that mobile devices could be useful for supporting future professional responsibilities (e.g., career-long learning, collaboration) and facilitating student learning but less effective for planning, assessment, and managing the classroom environment.
Despite the tremendous growth of distance education, retention remains its Achilles’ heel. Estimates of the failed retention rate for distance education undergraduates range from 20 to 50 percent. Distance education administrators believe the failed retention rate for online courses may be 10 to 20 percent higher than for face-to-face courses.
As an increasing number of colleges and universities identify online education as a critical component to their long-term strategy, the issue of retention can no longer be ignored. It is mandatory for everyone who touches the distance learner to understand why these students leave their online courses, and what it will take to keep them there.
This study was a phenomenological study examining the experiences of faculty in an online learning environment in order to identify the factors that could produce job burnout and stress in master’s programs in education. The challenges and related stress-producing factors were also explored to identify best practices for online faculty and attributes most suited for the demands and expectations required in the online teaching environment. The study’s insights and findings are based on perspectives from online faculty who have been teaching in the modality for three or more years. These findings may be useful to stakeholders such as administrators, faculty mentors, faculty trainers, and faculty interested in employment in the modality so that identifiable and realistic criteria may be available upon which to base future hiring standards, employment practices, training, and decisions about teaching online. Insights about procedures and practices have been identified that may be effective in helping to develop initial training programs, faculty mentor supports, administrative decisions, and on-going faculty training. Based upon the findings, institutional leaders have information that could help identify best practices for online faculty and attributes most suited for the demands and expectations required in an online teaching environment. Institutions and administration can seek out and recruit the best possible online faculty who have the necessary skills, abilities, and characteristics required in this modality rather than hiring based merely upon academic credentials that would fail to identify specific attributes necessary for online teaching. Finally, those specific characteristics can then be applied to alleviate job burnout challenges online faculty would experience. The study will help institutional leaders (a) identify faculty earlier who will be better suited to the modality; (b) identify how to offer relevant, on-going faculty supports and training practices; and
(c) prevent online faculty job burnout.