Higher education is experiencing an unprecedented shift in student demographics, forcing admissions officers to take a systematic approach to current recruitment practices, activities, and investments. In the article “Knocking at the College Door,” the Western Interstate Commission for Higher Education reports that the U.S. is experiencing its first overall decline in the total number of domestic highschool graduates in more than a decade. The report also indicates that the pool of future college students is notably more ethnically and socioeconomically diverse, and often less prepared to succeed in college. As a result, institutions must rethink their approach to recruiting to identify and engage new target audiences, both domestically and internationally. And they must be prepared to support these students in new and different ways.
The Ontario Colleges of Applied Arts and Technology (CAATs) were founded in 1965 as a vehicle to increase access to post-secondary education, to address the needs of learners not served by the university system, and to meet local economic and community development needs. The CAATs have been highly successful at fulfilling their mandate, with 24 institutions currently serving 220,000 fulltime and 300,000 part-time students. This level of enrolment represents a 100% increase over the past 28 years.
This report examines community colleges from the perspective of the faculty who deliver their public service – high quality post-secondary education and job training. The report is based on conversations with over 600 faculty at all 24 CAATs, along with historical research and present-day inquiry into the sector’s financing, management, and operations. The report is focused primarily on perceptions by college faculty that there is a crisis of quality within the college system today.
The retirement patterns of senior faculty are an issue of ongoing interest in higher education, particularly since the
2008-09 recession. If a significant share of tenured faculty works past “normal” retirement age, challenges can arise for institutional leadership focused on keeping the faculty workforce dynamic for purposes of teaching, research and service. Buyout packages and phased retirement programs have been common responses to encourage faculty retirement, but colleges and universities are increasingly interested in alternative and complementary strategies to manage faculty retirement patterns.
There is no substantial gap in what we need to know in order to improve schools and student learning and achievement on a very wide scale. In this brief paper I will (1) encapsulate what we obviously know; (2) what we should know but fail to understand (which thus makes finding the solution less likely); and (3) identify the action implications for teachers themselves, principals, district leaders, and system leaders.
If any part of the university should understand leadership, it would be the business school. Not only do the faculty research leadership, they also impart this knowledge to undergraduate and graduate students, as well as participants from across the globe in a variety of executive education programmes.
With what confidence can we guarantee that graduates are ready for the challenges of 21st-century life, work, and citizenship? For years I have worked with district leaders to help principals, teacher coaches, and so many other educators build credibility, coherence, and community around their education transformation efforts. District leaders must manage a myriad of priorities, and I often tell them that the best first step they can take to ensure our students’ success in life, work, and citizenship is to develop and adopt a graduate profile.
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.
In 2005, the report issued by the Rae review of college and university education in Ontario, Ontario: A Leader in Learning, re-stated an estimate that 11,000 new university faculty would be required by 2010. No source was cited, nor any of the assumptions that underlie the conclusion. OCUFA subsequently conducted an analysis that showed Ontario universities would have to hire nearly 11,000 full-time faculty between 2003 and 2010 to replace retiring professors and to reduce the student-faculty ratio to a level at comparable US institutions and at which Ontario could be a true leader in learning.
A University of Victoria student is accused of sexually assaulting four women. Graduate students at the University of British Columbia allege the school delayed taking action on a serial abuser. A York University student testifies against the man she says assaulted her.
Canadian universities have often found themselves facing headlines about sexual violence. But advocates say most still lack stand-alone sexual assault policies, seen to be crucial in responding to attacks and supporting victims.
A confluence of social, technical, economic, and other factors have created the demand for improvement and change in U.S. postsecondary education. Many of the drivers for change are quite prominent, and include access to postsecondary education, cost, and students’ success. At the same time, many innovations are taking place, including numerous new modes of delivery, access, and instruction.
However, education outcomes are influenced at the micro level, where incredible variation among advisors, teachers, students, and methods leads to a process which is systemically difficult to map in detail, and hence to understand and support. In this environment, it is crucial to understand faculty members, both as stakeholders, and as potential creators and drivers of innovation, and as the direct, front-line drivers of student success.
Discussions of Canada’s so-called ‘skills gap’ have reached a fever pitch. Driven by conflicting reports and data, the conversation shows no signs of abating. On the one hand, economic indicators commonly used to identify gaps point to problems limited to only certain occupations (like health occupations) and certain provinces (like Alberta) rather than to a general skills crisis. On the other hand, employers continue to report a mismatch between the skills they need in their
workplaces and those possessed by job seekers, and to voice concern that the postsecondary system is not graduating students with the skills they need.
For some employers and commentators, the skills gap problem is one involving too few highly skilled workers in the Canadian labour market. For others, it is a problem related to weak essential skills, such as working with others, oral communication and problem solving. Still others use the term “skills gap” to refer to what might better be described as an “experience gap” – a shortage of “work-ready” employees possessing those skills that employers claim can only be acquired through work experience. To address the conflicting views on Canada’s skills gap and to argue that a better understanding of Canada’s skills problem is hindered by disagreement over what actually constitutes a skills gap, HEQCO recently published The Great Skills Divide: A Review of the Literature.
Dear Students: I think it’s time we had the talk. You know, the one couples who’ve been together for a while ometimes have to review boundaries and expectations? Your generation calls this "DTR" — short for "defining the elationship."
We definitely need to define our relationship because, first of all, it is a long-term relationship — maybe not between ou and me, specifically, but between people like you (students) and people like me (professors). And, second, it ppears to need some defining, or redefining. I used to think the boundaries and expectations were clear on both sides, but that no longer seems to be the case.
There has been a signifi cant growth in the number and types of degrees offered by a wider variety of Canadian post-secondary institutions. This expansion of degree access is the legitimate response to various forces, both social and post secondary. However, as a result, there has been some confusion regarding the meaning and value of the new degrees offered by the increasing variety of institutions. Several provinces are now recognizing this confusion through initiatives to “redesign”
their provincial post-secondary systems and this may ultimately reduce the diversity and the confusion. However, this paper examines the forces that have led to this proliferation of degrees and institutions and discusses the problems and controversies that are brewing regarding the recognition of these new degrees for further study and the proposals for system redesign. In particular, it is proposed that an examination of both the substance of various degrees and the nature of the institution offering the credential can provide a context for understanding the meaning of various degrees. Recommendations to help resolve the growing concerns in this area are provided for nonuniversity degree-granting institutions, Canadian universities, and for
provincial governments developing degree granting policies as part of system redesign initiatives.
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.
A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire
(MLQ) was conducted to (a) integrate the diverse findings, (b) compute an average effect for different leadership scales, and (c) probe for certain moderators of the leadership style-effectiveness relationship. Transformational leadership scales of the MLQ were found to be reliable and significantly predicted work unit effectiveness across the set of studies examined. Moderator variables suggested by the literature, including level of the leader (high or low), organizational setting (public or private), and operationalization of the criterion measure (subordinate perceptions or organizational measures of effectiveness), were empirically tested and found to have differential impacts on correlations between leader style and effectiveness. The operationalization of the criterion variable emerged as a powerful moderator. Unanticipated findings for type of organization and level of the leader are explored regarding the frequency of transformational leader behavior and relationships with effectiveness.
Can Test of Workplace Essential Skills (TOWES) assessments and Essential Skills (ES) training interventions be used to help internationally educated professionals to be more effective at work? Through three worker groups, Bow Valley College (BVC) sought to test, train and re-test IEPs to determine if Essential Skills training could increase workplace success. The worker groups included: WorleyParsons with Targeted training for a specific workplace; Corporate Readiness Training Program (CRTP) which was, in-class training followed by a work experience; Success in the Workplace (SWP) /City of Calgary blended delivery Continuing Education training. In all three worker groups, 142 learners were tested. Of that group 48 tested in at Level 2 in Document Use and completed the training and both TOWES assessments. Results indicated that all workers moved positively within Level 2 and some workers moved from Level 2 to Level 3 and Level 4.
According to researchers, better-educated parents generally provide their children with a more favourable learning nvironment, increasing the likelihood that they’ll pursue higher education. These parents also have higher educational aspirations for their children, reinforcing this dynamic. On the other hand,“first-generation” youth – those whose par- ents haven’t attended a
postsecondary education institution – are “less likely to plan for higher education, to be convinced of its benefits or to have above-average high school grades,” according to a report from the defunct Canadian Millennium Scholarship Foundation.
Globally, some 39 million girls of lower secondary age are currently not enrolled in either primary or secondary education, while two‐thirds of the world’s 796 million illiterate adults are women. Only about one‐third of countries have achieved gender parity at secondary level. The evidence shows that something needs to change.
The IIEP 2011 Evidence‐Based Policy Forum on Gender Equality in Education: Looking Beyond Parity, aimed to review how schools and the education system as a whole can function pro‐ actively in the equal interests of girls and of boys, men and women. Much of the currently available research on gender equality in education has focused on gender parity in terms of access to primary and secondary schools (including how this is related to engagement of women within the teaching
profession and the education system more broadly). More recently, evidence has emerged that looks beyond access, examining gender equality in more depth in terms of learning achievement.
The University community has an interest in improving the happiness and well-being of graduate students for a straightforward reason: to enable graduate students to do their best work. Balanced, happy people are more productive, more creative, more collaborative, better at pursuing long-term goals, more likely to find employment, and more physically and psychologically resilient, among other things. Positive emotion is associated with curiosity, interest and synthetic thinking. In contrast, depression is associated with loss of interest, helplessness, difficulty concentrating and remembering details, and worse. For more on this, see Part VI, “The Objective Benefits of Subjective Well-Being,” from the World Happiness Report.