Group items tagged

The economy has suffered changes so deep and fundamental that institutions cannot just hunker down to weather the storm. The time has come for creative reconstruction. We must summon the courage and will to re-engineer education in ways founded on shared responsibility, demanding hard work and a willingness on the part of everyone involved to let go of "the way it's always been."

We need to break down expectations based on entitlement and focus on educational productivity and outcomes. Institutions should review redundancies, rethink staffing models, and streamline business practices. Productivity measures should be applied in all areas. In the same way that secondary schools are being challenged to consider longer school days and an extended academic year, we in higher education need to revisit basic assumptions about how we deliver higher education to students. We should not be tied to any one model or structure.

For example, we should re-evaluate the notion that large classes are inherently pedagogically unsound. What both students and faculty members tend to prefer—small classes—is not the only educationally effective approach. Although no one would advocate for large classes in every discipline or instance, we should review what we do in light of new financial contingencies, while keeping an eye on what students learn.

But in fact the number of talented college graduates in the sciences is "quite in excess of the demand," said Harold Salzman, a professor of public policy at Rutgers University. In a new paper, he and a colleague argue that the real problem is at the employment end of the pipeline.

It may not be so easy to convince companies, however, that they're the main problem. Susan L. Traiman, director of public policy at Business Roundtable, an association of chief executives of the largest American companies, said the analysis by Mr. Salzman and Mr. Lowell has some potential shortcomings that may explain why its findings contradict the experience of many engineering companies.

The fundamental suggestion by Mr. Salzman and Mr. Lowell—that science and engineering companies perhaps should be doing more to grab science and engineering students—may even have trouble winning support on university campuses, where engineering deans increasingly take pride in graduating students with a diverse set of talents, who are able to take on a range of professional challenges, rather than simply follow traditional engineering paths.

Fortify Your Institutional H1N1 Plan with Lecture Capture: Mediasite at Washington State University Tuesday, November 10, 200911:00 – 11:45 a.m. Central Washington State University’s main campus is currently experiencing what the New York Times called perhaps the largest college outbreak of the H1N1 flu virus. More than 2,000 students report symptoms of swine flu, which has led the entire Washington State system to take measures to avoid the spread of the disease between and beyond campuses. And for WSU Spokane, which specializes in health science programs, lecture capture has become central to their pandemic and academic continuity planning. The campus began using the Mediasite webcasting platform just a year ago when its new nursing building came online. Since that time, capturing courses – both on-campus and from faculty home offices – is a key element to span the time, distance and space constraints that are dramatic factors when flu preparedness is introduced on today’s scale. Saleh Elgiadi, Director of IT Services for WSU Spokane, has agreed to share his fundamental principles and practices included in the campus’ comprehensive H1N1 and disaster recovery plans

What we want is for assessment to become a public, shared responsibility, so there should be departmental leadership.

In other words, a college that ranked in the 95th percentile for critical thinking using one of the tests would rank in roughly the same place using the critical thinking component of one of the other two tests, and vice versa.

diversity in measurement" to satisfy faculty

The validity of a measure is based on evidence regarding the inferences and assumptions that are intended to be made and the uses to which the measure will be put. Showing that the three tests in question are comparable does not support Shulenburger's assertion regarding the value-added measure as a valid indicator of institutional effectiveness. The claim that public university groups have previously judged the value-added measure as appropriate does not tell us anything about the evidence upon which this judgment was based nor the conditions under which the judgment was reached. As someone familiar with the process, I would assert that there was no compelling evidence presented that these instruments and the value-added measure were validated for making this assertion (no such evidence was available at the time), which is the intended use in the VSA.

(however much the sellers of these tests tell you that those samples are "representative"), they provide an easy way out for academic administrators who want to avoid the time-and-effort consuming but incredibly valuable task of developing detailed major program learning outcome statements (even the specialized accrediting bodies don't get down to the level of discrete, operational statements that guide faculty toward appropriate assessment design)

f somebody really cared about "value added," they could look at each student's first essay in this course, and compare it with that same student's last essay in this course. This person could then evaluate each individual student's increased mastery of the subject-matter in the course (there's a lot) and also the increased writing skill, if any.

Institutions that choose to seek program accreditation must, in the finite world of budgets, shift funds away from many struggling departments and toward the chosen few to ensure that all criteria, from faculty credentials and salaries to high-tech classrooms and generous support staff, are not only met but exceeded.

Last year's economic crisis, fueled largely by the graduates of elite, accredited M.B.A. programs who flocked into banking and Wall Street, suggests a startling ethical blindness, social irresponsibility, and historical ignorance.

What good are accrediting agencies that take no responsibility for the behavior of those they accredit?

National and state agencies have renewed accreditation for WSU's College of Education, which earned praise as “a standout institution.” The ratings came after voluntary reviews by the National Council for Accreditation of Teacher Education (NCATE) and Washington State’s Professional Educator Standards Board (PESB). Both accreditation teams, which work cooperatively, visited WSU last spring.

accredited institutions must: * Carefully assess this knowledge and skill to determine that candidates may graduate. * Have partnerships with schools that enable candidates to develop the skills necessary to help students learn. * Prepare candidates to understand and work with diverse student populations. * Have faculty who model effective teaching practices. * Have the resources, including information technology resources, necessary to prepare candidates to meet new standards.

they should do so in ways that reinforce the behaviors they want to see -- and avoid the kinds of perverse incentives that are so evident in many policies today.

This is especially true, several speakers argued, on the thorniest of higher education accountability questions -- those related to improving student outcomes.

Oh, and one or two people actually talked about how nice it would be if policy makers still envisioned college as a place where people learn about citizenship or just become educated for education's sake.)

“Well-attended lectures were well-watched; poorly attended lectures were not watched,” Stringer said, pointing to research she had conducted at Stanford. "If you’re bad, you’re bad. If you’re bad online, you’re bad in lectures, students don’t come.”

Our students at Berkeley tell us that this is supplemental material, and it doesn’t affect their decision to attend class,” said Mara Hancock, director for educational technologies at the University of California at Berkeley

The faculty’s general unwillingness to work with lecture capture technology prompted Purdue to enlist the educational technology firm Echo360 to formulate a work-around solution that would require minimal cooperation from professors.

Several years ago, a small group of faculty members at Indiana University at Bloomington decided to do something about the problem. The key, they concluded, was to construct every history course around two core skills of their discipline: assembling evidence and interpreting it.

The historians at Indiana have tried to help students through several specific bottlenecks by dividing large concepts into smaller, evidence-related steps. (See the box below.)

"Students come into our classrooms believing that history is about stories full of names and dates," says Arlene J. Díaz, an associate professor of history at Indiana who is one of four directors of the department's History Learning Project, as the redesign effort is known. But in courses, "they discover that history is actually about interpretation, evidence, and argument."