When teachers think the best, most important way to improve their teaching is by developing their content knowledge, they end up with sophisticated levels of knowledge, but they have only simplistic instructional methods to convey that material. To imagine that content matters more than process is to imagine that the car is more important than the road. Both are essential. What we teach and how we teach it are inextricably linked and very much dependent on one another.
This special report features 11 articles pulled from the pages of The Teaching Professor to help you discover new ways to build connections between what you teach and how you teach it. The report offers tips on how to engage students, give feedback, create a climate for learning, and more. It also provides fresh perspectives on how faculty should approach
their development as teachers.
It’s been said that few things can enhance student learning more than an instructor’s commitment to ongoing professional development. Here’s a sample of the articles you will find in Effective Strategies for Improving College Teaching and Learning:
• Faculty Self-Disclosures in the College Classroom
• A Tree Falling in the Forest: Helping Students ‘Hear’ and Use Your Comments
• Understanding What You See Happening in Class
• Can Training Make You a Better Teacher?
• Striving for Academic Excellence
Although there is no single best teaching method, approach, or style, this special report
will give you a variety of strategies to try. Those that work effectively with your students
you should make your own.
Maryellen Weimer
Editor
The Teaching Professor
The past few years have ushered in more strident calls for accountability across institutions of higher learning. Various internal and external stakeholders are asking questions like "Are students learning what we want them to learn?" and "How do the students' scores from one institution compare to its peers?" As a result, more institutions are looking for new, more far-reaching ways to assess student learning and then use assessment findings to improve students' educational experiences.
However, as Trudy Banta notes in her article An Accountability Program Primer for Administrators, “just as simply weighing a pig will not make it fatter, spending millions simply to test college students is not likely to help them learn more.” (p. 6)
While assessing institutional effectiveness is a noble pursuit, measuring student learning is not always easy, and like so many things we try to quantify, there’s much more to learning than a number in a datasheet. As Roxanne Cullen and Michael Harris note in their article The Dash to Dashboards, “The difficulty we have in higher education in defining and measuring our outcomes
lies in the complexity of our business: the business of learning. A widget company or a fast-food chain has clearly defined goals and can usually pinpoint with fine accuracy where and how to address loss in sales or glitches in production or service. Higher education is being called on to be able to perform similar feats, but creating a graduate for the 21st century workforce is a very
different kind of operation.” (p. 10)
This special report Educational Assessment: Designing a System for More Meaningful Results features articles from Academic Leader, and looks at the assessment issue from a variety of different angles. Articles in the result include:
• The Faculty and Program-Wide Learning Outcome Assessment
• Assessing the Degree of Learner-Centeredness in a Department or Unit
• Keys to Effective Program-Level Assessment
• Counting Something Leads to Change in an Office or in a Classroom
• An Accountability Program Primer for Administrators
Whether you’re looking to completely change your approach to assessment, or simply improve the
efficacy of your current assessment processes, we hope this report will help guide your discussions
and eventual decisions.
Rob Kelly
Editor
Academic Leader
When building an online program, there are certain big questions that need to be answered. Among them are: What kind of program you want it to be – high tech or low tech? Professor intensive or adjunct driven? Blended learning or fully online? What kind of technology will be used to deliver course content? What about opportunities for collaboration? Indeed, even though distance learning is no longer in its infancy, and there are a whole discipline- full of best practices learned by those who blazed the trail before you, it’s easy to get overwhelmed by the questions and the possibilities of what you want your program to look
like today and five years from now.
We created this special report to suggest some responses to the big questions about distance education: About pedagogy, technology, philosophy and administration of distance learning programs. In this report, you will find concise, informative articles on distance education administration and policy that have appeared in Distance Education Report. Titles include:
• Seeing Where the Distance Education Opportunities Lie
• Dumb is Smart: Learning from Our Worst Practices
• Building a Distance Education Program: Key Questions to Answer
• Eight Steps to On-Campus/Online Parity
• Creating a Business Continuity Plan for Your Distance Education Program
• Integrating Distance Education Programs into the Institution
• Solving the Problems of Faculty Ownership with Online Courses
The mass of program and policy issues confronting distance education administrators grows
every day. We hope this special report will help you conceptualize, manage and grow the
distance education program at your school.
Christopher Hill
Editor
Distance Education Report
So much of what determines the overall success or failure of a course takes place well in advance of the first day of class. It’s the thoughtful contemplation of your vision for the course — from what you want your students to learn, to selecting the instructional activities, assignments, and materials that will fuel that learning, to determining how you will measure
learning outcomes. Course Design and Development Ideas That Work examines this multifaceted issue from a variety of fronts to bring you proven course design alternatives implemented in courses of varying sizes and disciplines. Featuring 12 articles pulled from the pages of The Teaching Professor, the report will inspire you to rethink some components of your course.
For example, in the article titled A Large Course with a Small Course Option, we learn about an innovative course design for a large 300-level course. Essentially, the instructor created two options: in one, students attend lectures and take four exams. In the second option, students are responsible for those same lectures and exams, but they also participate in small group
discussions and complete a set of writing assignments. The second option was most valued by students who are not very good test-takers or who have a keen interest in the subject.
In the article The Placement of Those Steppingstones, the University of Richmond’s Joe Ben Hoyle compares the placement of steppingstones in a koi pond to the educational processes teachers use to help their students get from point A to point B. Hoyle theorizes that “education stumbles when either the learning points are not sequenced in a clearly logical order or they are not placed at a proper distance from each other.”
Other articles in Course Design and Development Ideas That Work include:
• A Course Redesign that Contributed to Student Success
• Pairing vs. Small Groups: A Model for Analytical Collaboration
• How Blended Learning Works
• Should Students Have a Role in Setting Course Goals?
• In-Class Writing: A Technique That Promotes Learning and Diagnoses Misconceptions
If you’re looking to update an existing course, this report will give you sound strategies to
consider.
Maryellen Weimer
Editor
The Teaching Professor
The reasons why students need to be involved and engaged when they attend college are well established. Engagement can be the difference between completing a degree and dropping out. Research has sought to identify what makes student involvement more likely. Factors like student-faculty interaction, active and collaborative learning experiences, involvement in extracurricular
activities, and living on campus have all been shown to make a difference. Not surprisingly, faculty play a critical role in student engagement … from the obvious: facilitating discussions in the classroom; to the often overlooked: maximizing those brief encounters we have with students outside of class. This special report features 15 articles that provide perspectives and advice for keeping students actively engaged in learning activities while fostering more meaningful interactions between students and faculty members, and among the students themselves. For example, in “Student Engagement: Trade-offs and Payoffs” author E Shelley Reid, associate professor at George Mason University, talks about how to craft engagement-focused questions
rather than knowledge questions, and explains her willingness to take chances in ceding some
control over students’ learning.
In “The Truly Participatory Seminar” authors Sarah M. Leupen and Edward H. Burtt, Jr., of Ohio Wesleyan University, outline their solution for ensuring all students in their upperdivision seminar course participate in discussion at some level. In “Reminders for Improving Classroom Discussion” Roben Torosyan, associate director of the Center for Academic Excellence at Fairfield University, offers very specific advice on balancing student voices, reframing discussions, and probing below the surface of group discussions.
And finally, in “Living for the Light Bulb” authors Aaron J. Nurick and David H. Carhart of Bentley College provide tips on setting the stage for that delightful time in class “when the student’s entire body says ‘Aha! Now I see it!’” Who wouldn’t like to see more light bulbs going on more often? One of the most challenging tasks instructors face is keeping students engaged. Building
Student Engagement: 15 Strategies for the College Classroom will help you meet that challenge while ensuring your classroom is a positive and productive learning environment.
Maryellen Weimer
Editor
The Teaching Professor
Strategies, Challenges and Opportunities
As online education moves from the fringes to the mainstream, one question still persists:
“How do I know what my online students have learned?” There are no simple answers, just as there aren’t in face-to-face courses, but with a little creativity and flexibility, you soon discover that the online learning environment opens up a host of new student assessment possibilities. And, just as with traditional courses, the trick is finding the right combination that works best for your particular course.
This special report features 12 articles from Online Classroom that will cause you to examine your current methods of online assessment, and perhaps add something new to your assessment toolbox. It even talks about some of the common assessment mistakes you’ll want to avoid.
Take a look at some of the articles you will find in Assessing Online Learning: Strategies,
Challenges and Opportunities:
• Authentic Experiences, Assessment Develop Online Students’ Marketable Skills
• Four Typical Online Learning Assessment Mistakes
• Assessing Whether Online Learners Can DO: Aligning Learning Objectives with
Real-world Applications
• Strategies for Creating Better Multiple-Choice Tests
• Assessing Student Learning Online: It’s More Than Multiple Choice
• Using Self-Check Exercises to Assess Online Learning
• Measuring the Effectiveness of an Online Learning Community
• Ongoing Student Evaluation Essential to Course Improvement
Online courses enable a strong student-centered approach to learning and, as a result,
assessment. We hope this report helps you design and develop online assessment strategies
that take full advantage of the many formal and informal assessment tools now at
your fingertips.
Rob Kelly
Editor
Online Classroom
It’s been said that no one dreams of becoming an academic leader when they grow up. It’s a tough job that’s only gotten more challenging as budgets shrink, public scrutiny rises, and responsibilities continue to grow. It requires a unique skill set – part field general, part mediator, part visionary, and part circus barker – to name just a few. But what does it really take to be an
effective leader?
Featuring 13 articles from Academic Leader this special report seeks to answer that question and provide guidance for anyone in a campus leadership role. For example, in the article “Leadership and Management: Complementary Skill Sets,” Donna Goss
and Don Robertson, explain the differences between management and leadership, and share their thoughts on how to develop leadership skills in yourself and others.
In “Zen and the Art of Higher Education Administration,” author Jeffrey L. Buller shows how the Buddhist practice features many principles for daily life that could benefit academic leaders. Such advice includes “Walk gently, leaving tracks only where they can make a difference.” In “Techniques of Leadership,” authors Isa Kaftal Zimmerman and Joan Thormann outline specific
leadership skills for effectively running meetings, building consensus, and communicating across the institution.
The article “A Formal Approach to Facilitating Change” explains how Northwestern University’s Office of Change Management is structured as well as its operating principles for effectively managing change at the university. The key is to articulate how a change can benefit those directly affected and others not directly affected, to be accountable, and to provide clear criteria for
measuring success Other articles in the report include:
• Factors That Affect Department Chairs’ Performance
• Changing Roles for Chairs
• Becoming a More Mindful Leader
• Creating a Culture of Leadership
• There’s More to Leadership than Motivation and Ability
Academic leadership roles are constantly changing. We hope this report will help you be a more
effective leader during these challenging times.
Rob Kelly
Editor
Academic Leader
Remember how you felt during your first semester of teaching? Excited? Nervous? A little over-whelmed? At times you even might have wondered how the school could give you a job with so much responsibility and so little training.
Now you’re a seasoned educator making the move from faculty to administration. And guess what? You’re excited, nervous, and a little overwhelmed. And, once again, you wonder how the school could give you a job with so much responsibility and so little training. Inadequate preparation, unrealistic expectations, and increased workload can create undue stress on faculty members making the transition to department chair or other levels of administration. This special report features 14 articles from Academic Leader newsletter that address many of the challenges faced by new leaders, from establishing a leadership
style to redefining relationships with former peers.
Here are some of the articles you will find in Academic Leadership Development: How to Make a Smooth Transition from Faculty to Administrator:
• Look Before You Leap: Transitions from Faculty to Administration
• Translating Teaching Skills to Leadership Roles
• The First 1,000 Steps: Walking the Road from Academic to Administrator
• Why New Department Chairs Need Coaching
• 10 Recommendations toward Effective Leadership
This report will help new administrators navigate the potential minefields and find their
voice when it comes to leading effectively. It also may remind experienced leaders what it
was like that first year in hopes that they might reach out to help make someone else’s
transition a little easier.
Rob Kelly
Editor
Academic Leader
Getting students to take their reading assignments seriously is a constant battle. Even syllabus language just short of death threats, firmly stated admonitions regularly delivered in class, and the unannounced pop quiz slapped on desks when nobody answers questions about the reading don’t necessarily change student behaviors or attitudes. Despite the correlation between reading and course success, many students remain committed to trying to get by without doing the reading, or only doing it very superficially, or only doing it just prior to exam dates. In return, some exasperated instructors fall into the trap of using
valuable class time to summarize key points of the readings. It’s not a new problem, and clearly we can’t simply bemoan the fact that students don’t read. Furthermore, doing what we’ve been doing — the threats, the endless quizzes, the chapter summaries — has failed to solve the problem. The better solution involves designing courses so that students can’t do well without reading, and creating assignments that require students to do more than just passively read.
Featuring 11 articles from The Teaching Professor, this special report was created to give faculty new ways of attacking an age-old problem. Articles in the report include:
• Enhancing Students’ Readiness to Learn
• What Textbook Reading Teaches Students
• Helping Students Use Their Textbooks More Effectively
• Text Highlighting: Helping Students Understand What They Read
• When Students Don’t Do the Reading
• Pre-Reading Strategies: Connecting Expert Understanding and Novice Learning
Whether your students struggle with the material or simply lack the motivation to read what’s
assigned, this report will help ensure your students read and understand their assignments.
Maryellen Weimer
Editor
The Teaching Professor
In the traditional college classroom today, faculty and students arrive with a certain set of expectations, shaped largely by past experiences. And although students may need the occasional (or perhaps frequent) reminder of what’s required of them, there’s usually something very familiar about the experience for both faculty and students alike. In the online classroom, an entirely new set of variables enters the equation. It’s a little like trying to drive in a foreign country. You know how to drive, just like you know how to teach, but it sure is hard to get the hang of driving on the left side of the road, you’re not quite sure how far a kilometer is, and darn it if those road signs aren’t all in Japanese.
This special report explains the “rules of the road” for online teaching and learning and features a series of columns that first appeared in the Distance Education Report’s “Between the Clicks,” a popular column by Dr. Lawrence C. Ragan, Director of Instructional Design and Development for Penn State’s World Campus.
The articles contained in the report will help you establish online instructor best practices and expectations, and include the following principles of effective online teaching:
• Show Up and Teach
• Practice Proactive Course Management Strategies
• Establish Patterns of Course Activities
• Plan for the Unplanned
• Response Requested and Expected
• Think Before You Write
• Help Maintain Forward Progress
• Safe and Secure
• Quality Counts
• (Double) Click a Mile on My Connection
These principles, developed at Penn State’s World Campus, outline the core behaviors of the successful online instructor, and help to define parameters around the investment of time on part of the instructor. In his articles, Ragan identifies potential barriers and limitations to online learning, and specific strategies to assist instructors in achieving the performance
expectations.
This guide outlines a framework for addressing student mental health in post-secondary institutions. It is the result of a commitment undertaken by the Canadian Association of College and University Student Services (CACUSS) and the Canadian
Mental Health Association (CMHA) to strengthen student mental health. Another product of that commitment, Mental health and well being in postsecondary education settings: A literature and environmental scan to support planning and action in Canada (MacKean, 2011) outlines the current status of post-secondary student mental health and recommends a more system wide approach that extends the focus from “treating individuals... to promoting positive mental health at a population level...” (page 10). The framework presented in this guide continues this work by outlining a systemic approach that focuses on the creation of campus communities that foster mental well-being and learning.
Mental Health
In February 2013, the Canadian Chamber of Commerce released a report that identified the growing skills crisis as the greatest impediment to the success of Canadian business. In his 2012 discussion paper, the Minister of Training, Colleges and Universities, Glen Murray, put forward a platform outlining the need to lower rates of spending growth for publicly-funded universities within the context of an increased labour market demand for greater levels of knowledge and skills, combined with burgeoning enrolment rates.
Sometimes great opportunities come from insoluble problems. The review of the Private Career Colleges Act presents such an opportunity. Career Colleges are an essential component of the solution. Estimated to save Ontario taxpayers over $1 billion annually* through the provision of state-of-the-art skills training and upgrading to over 67,000 students each year, the Career College sector and the people of Ontario deserve an Act that provides a strategic framework for the future and that enables innovative, creative growth to propel this province’s postsecondary education (PSE) system, and that of Canada, towards global competitiveness.
The recommendations in this Report are written on the premise that the government of Ontario strives for excellence in education and the economic growth that it can bring; and further, that it recognizes the value, strength and potential of the Career College sector to help realize those goals.
Private Colleges
Post-secondary education is the great equalizer. It gives us all a chance to reach higher no matter where we come from or whatever our background. Both of my parents came from very modest upbringings and saw a university degree as a ticket to a good job and an entry to Ontario’s middle class. They, in turn, placed a high importance on post-secondary education and encouraged my sister and I to follow in their footsteps.
There is a lot about Ontario’s colleges and universities that we can be proud of, but we need to ensure our
students are getting the best value for their tuition. In Ontario today, we see far too many students graduate
with degrees and deep debts who can’t find a job.
We are spending a lot more money as a province, but we aren’t seeing the results. Government funding has increased by 84% since 2003, yet Ontario universities are slipping in international rankings, tuition keeps rising, new graduates keep heading out West and there are many jobs in the skilled trades that can’t be filled. This has got to change. We need to make the necessary changes to ensure our schools are the best in the world at preparing students for a career. The key will be incenting excellence, harnessing market forces, encouraging specialization and being honest. We cannot ignore the fact that increasingly university students end up in colleges, after accumulating significant student debt. We need a culture shift in our sytem. Promoting a ‘College First’ approach in our high schools will recognize the hundreds of thousands of jobs in the skilled trades and applied learning at risk of going unfilled and will help alleviate pressure on our universities while preparing those students who decide to
continue on to pursue a university degree.
We also cannot ignore the fact that our university rankings on the global stage have been slipping for some time. Our universities should be focused on quality, not quantity. Allowing undergraduate instructors to focus on teaching full time will improve the student experience by incenting excellence in teaching. Let us make no mistake about the promise we can offer our young graduates and the taxpayers who fund the system. A purposeful evolution of post-secondary education has the potential to do more for the long term health of Ontario than any other program or policy imaginable.
Progressive Conservatives Ontario
Equity and Access to Higher Education?
Participation rates in both university and college vary based on the student’s
family income. That variation is relatively small for college students, but
skews toward children from wealthy families for universities. College students
come almost evenly from the family income quartiles; regardless of
family income, about 25% of students come from each family income quartile.
In contrast, more university students come from wealthy families than
low-income ones. Almost 35% of all university students come from the top
quartile, compared to just under 20% from the poorest quartile.
its use of temporary foreign workers, it led politicians and pundits to scrutinize and question the growing use by Canadian firms of imported, short-term labour. The Royal Bank was accused of misusing a system designed to help employers who could not find Canadian workers by using it, instead, to find cheaper foreign labourers to replace higher-cost Canadians. But the incident raises a bigger question than simply how one bank makes use of Canada’s Temporary Foreign Worker Program (TFWP): Whether the program is, in fact, interfering with the natural supply and demand responses of the labour market. And if we want
to make better use of available Canadian labour, the time has come for the federal government to start cutting back on the use of TFWP.
The number of admissions under the TFWP has nearly tripled in 25 years, from 65,000 to 182,000 in 2010. The primary justification for the expansion of the program has been the widespread assumption that Canada is suffering from a growing shortage of labour. Yet, it is hard to find any evidence to support this belief.
Under the broad research question, “Can multiple electronic learning resources improve students’ academic performance in a large first-year General Chemistry course?”, this study examines how students used a wide range of online resources during the Fall 2011 and Winter 2012 academic terms and correlates this information with their academic success, measured by their grades on two midterms, a final exam and their final course grade.
Since 1996, Professor Robert Burk has taught Carleton University’s large first-year chemistry course, CHEM 1000. The course was a full credit course and spanned the fall and winter terms. In 2010, the Department of Chemistry adjusted the curriculum and the course has since then been offered as two half-credit courses – CHEM 1001, which runs in the fall term, and CHEM 1002, which runs in the winter term. Only students who achieve a passing mark in the fall term are eligible to enroll in the winter section of the course. Course enrollment has increased from 350 in 1996 to 700 in 2011.
Six years ago, Sallie Mae started a conversation with American families, asking them important questions about how they meet the cost of higher education and how they view the value of that investment.
The How America Pays for College study, conducted by Ipsos Public Affairs, shows that American families are settling into a post-recession reality with regards to how they pay for college. Since 2010, families have reduced how much they spend on college, with parents’ contributions in particular seeing a significant decline.
The use of grants and scholarships, now the largest contributor, and student borrowing have increased to make up for some of this deficit. In 2013, the use of college savings plans has also increased to its highest level ever.
This paper reviews the use of online learning in higher education in Canada and internationally. The paper focuses on the following questions:
• What are the cost implications of a shift to online learning? Specifically, does a greater use of online instruction save institutions or systems money and, if so, under what circumstances?
• What do we know about the relationship between online learning and important variables
that are often considered when discussing the “quality” of an institution or of a system?
The methodology combines a review of published literature and an environmental scan of recent developments, recognizing the rapidly evolving nature of the subject matter.
The evidence reviewed suggests that, for a range of students and learning outcomes, fully online instruction produces learning that is on par with face-to-face instruction. The students most likely to benefit are those who are academically well prepared and highly motivated to learn independently.
Students who are not well prepared to learn at the postsecondary level or do not devote the necessary time to learning are less likely to benefit from online learning and may in fact do better in a face-to-face setting.
A learning studio is a classroom or specialized learning space that typically features enhanced teaching and learning technologies, comfortable seating, flexible furniture and an open layout. The learning studio concept is gaining popularity in many educational institutions. The increasing use of the learning studios, with the concomitant construction and equipment costs, inevitably raises questions regarding their effectiveness.
This study poses and tests five questions concerning the effectiveness of learning studios when compared to the traditional classroom.
Do the students better achieve course learning outcomes in a learning studio?
Do the students experience greater course completion rates in a learning studio?
Are students more satisfied with the learning experience in a learning studio?
Are the instructors more satisfied teaching in a learning studio?
Does the learning studio enable and allow for greater use of technologies or alternative teaching methods than the traditional classroom?
As Lambton College converted a few classrooms into learning studios and the faculty migrated courses from the former to the latter, the opportunity arose to examine the effect of the learning studios. For this study, 11 courses were identified in which a section of the course was taught one year in a classroom and the following year in a learning studio. In the successive deliveries of each of these courses, the instructor, course outline, evaluation scheme and student academic program remained constant, and the student demographics remained relatively steady. With the classroom as the control and the learning studio as the experimental venue, the achievement of the learning outcomes and the completion of the course by the students, and the satisfaction of the students and of the faculty could be compared for the two venues.
While Canada leads other OECD member countries in postsecondary education (PSE) participation rates, there still remain underrepresented segments of the population which are less likely to pursue PSE. Ontarians who come from low-income households, have parents with no PSE, live in a rural area, identify as an Aboriginal person, and/or have a disability are less likely to enrol in PSE (Norrie & Zhao, 2011).
Youth from some ethnic and racial groups are also less likely to pursue PSE, particularly university (Abada, Hou, & Ram, 2008).
This paper focuses on early intervention programs as one approach to support underrepresented youth to complete secondary school and make the transition to PSE. These programs are intended to provide youth with the resources, support and information necessary to avoid dropping out of school and to increase their chances of participating in PSE (Chambers & Deller, 2011). Early intervention programs can originate within the elementary and secondary school systems, colleges, universities, community centres or other community-based organizations.
The first section of this report is a literature review summarizing the key thinking on the role of early
intervention programs in supporting access. Much of what we know in Canada about these programs is
drawn from the American context, where research on the topic has been extensive. As a result, the
literature review draws heavily from American sources, making links to the Canadian context where
possible.