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Class Differences: Online Education in the United States, 2010 | The Sloan Consortium - 1 views

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    "The 2010 Sloan Survey of Online Learning reveals that enrollment rose by almost one million students from a year earlier. The survey of more than 2,500 colleges and universities nationwide finds approximately 5.6 million students were enrolled in at least one online course in fall 2009, the most recent term for which figures are available. "This represents the largest ever year-to-year increase in the number of students studying online," said study co-author I Elaine Allen, Co-Director of the Babson Survey Research Group and Professor of Statistics & Entrepreneurship at Babson College. "Nearly thirty percent of all college and university students now take at least one course online.""
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The Truth about Fair Use for Education | soundzabound - Royalty Free Music for Schools - 0 views

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    "The Truth about Fair Use for Education Click here to run the webinar."
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How should faculty deal with classroom disruptors | Inside Higher Ed - 0 views

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    Class Problem March 26, 2012 - 3:00am By Kaustuv Basu The YouTube video of a Florida Atlantic University student losing control last week in a classroom and threatening her classmates has gone viral, disturbing many who teach in college classrooms. Campus safety experts say that the clip reveals challenges faced by faculty members who are usually the first point of contact when it comes to disruption in the classroom -- and who sometimes may not be trained on how to respond.
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An Australian University Boosts Retention With Mentoring - Global - The Chronicle of Hi... - 0 views

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    March 11, 2012 An Australian University Boosts Retention With Mentoring David Dare ParkerSamantha Saw (left), mentor-program administrative assistant, and Amy Hetherington, prospective-student adviser, help run Curtin U.'s mentorship program. The university started the program after discovering that 95 percent of students who dropped out had talked to no one. By David L. Wheeler Seven years ago, Curtin University administrators were unhappy to discover that their institution had middle-of-the pack student-retention numbers among Australia's 39 universities. They set out to change that. Now, with the addition of student-led mentoring and other programs, the university calculates that it prevents about 300 students a year from dropping out and thus saves at least $3.2-million (U.S.) annually in tuition and fees that would have been lost. The mentoring program also helps students "make connections and friends sooner than if they were left on their own," says Amanda Smith, the mentor-program coordinator.
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College Stats | College Completion - 0 views

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    Graduation rates by state
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About | Learning Emergence - 0 views

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    CORE IDEAS We decided on the name Learning Emergence because we are very much learning about emergence and complex systems phenomena ourselves, even as we develop our thinking on learning as an emergent, systemic phenomenon in different contexts. We must shift to a new paradigm for learning in schools, universities and the workplace which addresses the challenges of the 21st Century. Society needs learners who can cope with intellectual, ethical and emotional complexity of an unprecedented nature. Learning Emergence partners share an overarching focus on deep, systemic learning and leadership - the pro-active engagement of learners and leaders in their own authentic learning journey, in the context of relationship and community. We work at the intersection of (1) deep learning and sensemaking, (2) leadership, (3) complex systems, and (4) technology:
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Online education advocates look to make their message viral | Inside Higher Ed - 0 views

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    Meme-ifying Online Advocacy February 24, 2012 - 3:00am By Steve Kolowich The case for online education is often made like many other cases in higher education: in dense research papers with plenty of caveats. To wit, perhaps the most-cited document by advocates of online learning is a 2009 meta-study by the U.S. Education Department, which concluded that online education is probably at least as good as the face-to-face kind. That study has not appeared to have much pull with skeptical academic leaders and faculty. According to the Babson Survey Research Group, while student enrollments in online courses have increased 348 percent since 2003, the percentage of academic administrators who believe that learning outcomes in online courses are equal or superior to those of face-to-face courses has increased by only 10 percent during that time, from 57 to 67 percent. Those academic leaders estimate that even fewer of their faculty have changed their minds about online learning since early last decade. Now four lecturers at the University of Edinburgh are trying a different advocacy tack -- one more suited to the viral culture of the modern Web.  
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Academic Support - 0 views

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    Academic support is a vital component of higher education. Not only does it ensure that students are able to succeed in completing their degree, but it provides them with the confidence to develop their skills and give them a sense of belonging within the institution.   Good quality academic support which is relevant and focused on the individual has been proven to aid retention and students feel inspired to achieve and thrive academically.   NUS has produced a charter based on what good practice in academic support could look like, and is drawn from research from the NSS, HEFCE and the Paul Hamlyn Foundation and current good practice from around the sector.   We hope you will be able to use these principles to influence the academic support provision in your institution and ensure that your students feel well supported in their studies as well as in their personal development.   You can download the charter here.
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Faculty Development Programming: If We Build It, Will They Come? (EDUCAUSE Quarterly) |... - 0 views

  • Designers of faculty development programs typically rely on commonly held assumptions about what faculty need to know—a constant guessing game regarding what topics to cover and what training formats to use. The resulting seminars, workshops, training materials, and other resources are typically hit-or-miss in terms of faculty participation and acceptance.
    • George Bradford
       
      This is a statement without warrants - Carol should know better.
  • Research Question 1: With which aspects of teaching online do faculty need assistance?
  • With regard to designing and developing online courses, faculty were most interested in the following topics: Choosing appropriate technologies to enhance their online course (55.9 percent). Converting course materials for online use (35.3 percent). Creating effective online assessment instruments (35.3 percent). Creating video clips (33.8 percent). Determining ways to assess student progress in an online course (33.8 percent). Course delivery topics that held the most interest included: Facilitating online discussion forums (47.1 percent). Building and enhancing professor-student relationships in the online classroom (39.7 percent). Facilitating web conferencing sessions (35.3 percent). Increasing interactions in an online course (35.3 percent). Managing online teaching workloads (33.8 percent). Providing meaningful feedback on assignments (32.4 percent).
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  • High-quality interaction and being there for the students is the best way to combat the commonly held misconceptions that online education is impersonal and that online instructors are unplugged from their students.
  • Research Question 2: What format do online faculty prefer for professional development experiences?
  • The format most faculty preferred was informal or self-paced learning. Self-paced materials were requested most often (42.6 percent), followed by informal face-to-face events (41.2 percent) and informal online events (33.8 percent). Requests for formal face-to-face training programs (30.9 percent) and online programs (29.4 percent) lagged behind the other formats. In addition, faculty indicated that the most helpful aspects of professional development events related to teaching online included opportunities to share real-life experiences with their colleagues, to use various technologies including the university's course management system, and to access specific examples and strategies.
  • Research Question 3: Do online faculty prefer certain lengths of professional development experiences?
  • The optimal length of time faculty are willing to spend in professional development for online teaching ranges between a series of short (less than one day) workshops over several weeks (preferred by 20.6 percent) to a single one-day workshop (19.1 percent) and self-paced materials that can be used on an as-needed basis (16.2 percent). When faculty were asked when they would prefer to participate in a professional development experience, they gave a similar range of responses to interest in attendance during the summer semester (preferred by 38.2 percent), the fall semester (33.8 percent), and the spring semester (33.8 percent). The break before the summer semester was also a popular choice (30.9 percent), while the responses for all other breaks between or during semesters ranged between 11.8 percent and 16.2 percent.
  • Research Question 4: What barriers inhibit faculty from participating in professional development experiences related to teaching online?
  • The barrier to participation in faculty development for online teaching cited most often was limited time to participate (61.8 percent). Another barrier was a lack of recognition toward promotion and tenure (26.5 percent). Other barriers to participation included a lack of incentive or reward (20.4 percent), a lack of awareness about professional development opportunities related to teaching online (18.4 percent), and little or no access to these opportunities (12.2 percent).
  • Research Question 5: What incentives do faculty wish to receive in return for participating in professional development experiences related to teaching online?
  • no single incentive captured a majority's interest.
  • Faculty require flexibility to fit professional development into already busy schedules. Of faculty surveyed, 86 percent reported having limited time, which precludes them from participating in some professional development experiences. They are concerned about the time it takes to design, develop, and manage online courses. They are also guarded about the time required to develop their abilities to complete those tasks more effectively.
  • Faculty responses indicate a desire for informal learning opportunities, flexible scheduling, short sessions, and one-on-one support for anytime, anywhere professional development.
    • George Bradford
       
      Again, unsubstantiated statement (ie without warrants): no argument is made that supports how the responses "indicate" these development venues.
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    Faculty Development Programming: If We Build It, Will They Come? © 2008 Ann Taylor and Carol McQuiggan. The text of this article is licensed under the Creative Commons Attribution-NonCommercial-No Derivative Works 3.0 license (http://creativecommons.org/licenses/by-nc-nd/3.0/). EDUCAUSE Quarterly, vol. 31, no. 3 (July-September 2008) A faculty development survey analyzed what faculty want and need to be successful teaching online By Ann Taylor and Carol McQuiggan The number of courses offered online grows every year, resulting in an increasing number of higher education faculty entering a virtual classroom for the first time.1 It has been well documented that faculty need training and assistance to make the transition from teaching in a traditional face-to-face classroom to teaching online.2 Faculty professional development related to teaching online varies widely, from suggested readings to mandated training programs. Various combinations of technological and pedagogical skills are needed for faculty to become successful online educators, and lists of recommended competencies abound.
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Review brings opportunity and obligation - Swinburne Media Centre - 0 views

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    "Broadly, Knight calls for students applying for programs in the 39 universities to be considered under the least onerous visa arrangements. Immigration will effectively accept the judgement of the universities that a student with an offer is a genuine student (provided they meet other threshold requirements). Applicants for programs in most other sectors will be assessed according to the existing framework. The Department of Immigration will therefore retain direct influence over growth in the non-university sector. The immigration handbrake can be engaged at any time. Universities, on the other hand, are expected to regulate their own growth strategies. "Government departments will monitor the responses of the universities, with the ultimate and humiliating penalty of exclusion from the streamlined visa arrangements available if universities become intoxicated by their new 'freedom'. "We don't yet know the metrics that immigration officials will monitor, these are under development, but we can assume that they will include a range of visa-related measures combined with assessments of student progress and outcomes..................................... "If we are to truly live up to the expectations that the new arrangements place upon us, we will need to focus squarely on recruiting new students at the front end and providing outstanding outcomes (education, research, professional and visa outcomes) at the other. Our international student support programs, already strong by world standards, assume a new importance. Our ability to monitor student progress and to jump in to provide assistance when it is required, will also assume a new importance. We will need to find new and proactive working relationships with DIAC as universities and immigration officials share accountability for visa outcomes."
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Q&A with authors of book arguing that learning is waning in higher ed | Inside High... - 0 views

  • the agenda focused on the quality of learning
  • Richard P. Keeling and Richard H. Hersh, longtime scholars and administrators
  • complain that institutions have overemphasized rankings and enrollment growth and sports and research
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  • Instead, they make the case that too little of what happens in institutions of "higher education" deserves to be called "higher learning" -- "learning that prepares students to think creatively and critically, communicate effectively, and excel in responding to the challenges of life, work and citizenship."
  • most have focused on the rising price of college tuition and the declining productivity of the U.S. "system" of higher ed. Yours zeroes in on whether students are learning enough. Why is that the most important issue in your eyes?
  • A. There’s no question that high costs are a problem. But low value is a bigger problem. No matter what the cost is, higher education is overpriced if it fails to deliver on its most basic promise: learning.
  • We are facing a national crisis in higher learning, or, rather, in the lack thereof. Improving efficiency and lowering costs are just not enough; we need to improve value. And we can only improve value by increasing the quality and quantity of learning in college.
  • A: We know from both research and experience that the greater the amount of time, effort, and feedback, the greater the amount of higher learning. Logically, then, we want more students to stay in and complete college, and we would agree that promoting retention and completion are appropriate and needed public policy. But just being in college and getting through, accumulating enough credits to get a degree, are not sufficient. Access, retention, and completion are not -- or, at least, should not be -- considered ends in themselves. We should not uncouple them from the primary purpose of college, which is higher learning. So we suggest focusing on learning, because in fact the more success we have in promoting significant learning, the greater will be retention and completion.
  • Faculty were educated to be masters of a discipline and producers of new knowledge. Few were required in their graduate programs to learn about learning and teaching, or to practice and improve their teaching skills.
  • So faculty are behaving exactly as they have been educated, acculturated, and reinforced to do. The culture of higher education generally does not elevate teaching, and its intended purpose, learning, to high priority.
  • In our consulting work we regularly encounter dedicated faculty members who are interested in students, focused on learning, motivated to improve their teaching, and struggling to balance those commitments with the demands of promotion and tenure. On most campuses, faculty and institutional culture provide counter-incentives to faculty who want to hold students to higher standards, raise their expectations for student effort and work, and provide abundant and timely feedback. As we argue in our book, what is then needed is a fundamental cultural change on most campuses and in the field of higher education. Faculty must both lead and be at the center of such change.
  • Our concern is about how implementing a three-year undergraduate curriculum and degree would affect the quality and quantity of learning. Maintaining current curriculums, pedagogy, and levels of student effort, but compacting undergraduate education into three versus four years, might increase certain efficiencies, but will not improve educational value.
  • We know that achieving the key desired outcomes of higher learning is a cumulative, collective process that takes time and demands integration and synthesis from the learner.
  • Students come to college inadequately prepared for college-level work as it is; even four years may not be adequate for many to learn enough.
  • If reduction of time to degree is implemented, it will be essential to determine how it affects the efficacy of higher learning.
  • Q. The undergraduate program you outline for producing a true culture of "higher learning" includes a lot of elements -- across-the-board first-year seminars, comprehensive exams, capstone courses/experiences -- that can be costly to institute as broadly as you recommend. How big an impediment are institutional finances to your agenda, especially in an era of diminishing (or at least flattening) resources?
  • A. Budgets express institutional priorities. As it is, too many budgets reflect priorities that have little to do with learning -- high-priced varsity athletic coaches and programs, expensive and elaborate facilities, and, often, reduced teaching loads to allow professors to spend less time with undergraduates and more time on research.
  • what we are proposing should not be seen as additions to a currently dysfunctional system, but as reallocations of resources toward learning. More is not necessarily better; better is more.
  • Still missing, though, are two things: first, operational definitions of these outcomes adapted to the missions, contexts, and student bodies of individual institutions, and second, ways of knowing such learning when we see it. These needs speak to the imperative for appropriate assessment of learning -- not necessarily done by common exams across all colleges and universities (although doing so would allow for some useful peer-campus benchmarking) but certainly by diligent, rigorous assessment practices that document what learning is taking place on each campus.
  • We think it is reasonable to expect that each institution assess students’ learning of commonly agreed learning goals and make public how such assessment is taking place and what the results are. Over time, we would learn which learning and assessment methods are most effective. Without serious assessment, the establishment of core learning outcomes will be futile and unproductive.
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    With most critics of higher education focused on rising prices or on whether American colleges and universities are producing enough degree and certificate holders with sufficient skills to keep the U.S. economy vibrant and competitive -- the latter known in shorthand as the "completion agenda" -- a few analysts are homing in on the quality and rigor of what students are learning (or not) en route to those credentials. Last year's Academically Adrift set the tone, providing data suggesting that many colleges are imposing relatively minimal academic demands on their students and that, perhaps as a result, many students do not appear to gain in some measures of cognitive abilities as they move through college. The authors of We're Losing Our Minds (Palgrave MacMillan) add their own clamoring to the agenda focused on the quality of learning. Richard P. Keeling and Richard H. Hersh, longtime scholars and administrators, describe themselves as "friendly critics" of higher education, and unlike many of academe's naysayers, they don't spend a lot of time trashing the faculty as overpaid and underworked or bashing administrators as fat-cat corporatizers (though they do complain that institutions have overemphasized rankings and enrollment growth and sports and research -- take your pick depending on institution type).
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Harvard Conference Seeks to Jolt University Teaching | LinkedIn - 0 views

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    February 5, 2012 Harvard Conference Seeks to Jolt University Teaching By Dan Berrett Cambridge, Mass. A growing body of evidence from the classroom, coupled with emerging research in cognitive psychology and neuroscience, is lending insight into how people learn, but teaching on most college campuses has not changed much, several speakers said here at Harvard University at a daylong conference dedicated to teaching and learning.
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Rice University announces open-source textbooks | Inside Higher Ed - 0 views

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    But soon, introductory physics texts will have a new competitor, developed at Rice University. A free online physics book, peer-reviewed and designed to compete with major publishers' offerings, will debut next month through the non-profit publisher OpenStax College.
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Mapping Australian Higher Education - Grattan Institute - 0 views

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    Publications and News Mapping Australian higher education Publication | 29 Jan 2012 | Andrew Norton Australia's higher education system is entering one of its most significant years in recent history. To meet a government goal to increase the number of young adults holding a degree, restrictions on undergraduate student numbers have been lifted. Yet despite the system's importance to Australia's economy and society, it is often hard to know what is going on inside it. Mapping Australian higher education, the first report from Grattan Institute's Higher Education program, puts in one place facts, figures and analysis relevant to understanding institutions, students, and outcomes.
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Australian Higher Education - Grattan Institute - Publications and News - 0 views

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    Publications and News Mapping Australian higher education The Rights of International Students Australian higher education: trends, policies, performance Subsidy review plan neither fair nor enticing Filling the university information gap The Rise of University Rankings The University Gender Gap
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Course Signals - Stoplights for Student Success - 0 views

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    Increase student success in the classroom. Purdue University's Course Signals application detects early warning signs and provides intervention to students who may not be performing to the best of their abilities before they reach a critical point. Course Signals is easy to use and works in three unique ways: :: It provides real-time feedback :: Interventions start early - as early as the second week of class :: It provides frequent and ongoing feedback
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From Idea to Action: Promoting Responsible Management Education Through a Semester-Long... - 0 views

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    From Idea to Action: Promoting Responsible Management Education Through a Semester-Long Academic Integrity Learning Project Marc H. Lavine marc.lavine@umb.edu Christopher J. Roussin Abstract The authors describe a semester-long action-learning project where undergraduate or graduate management students learn about ethics, responsibility, and organizational behavior by examining the policy of their college or university that addresses academic integrity. Working in teams, students adopt a stakeholder management approach as they make recommendations for improvements to their school's academic integrity policy, its dissemination and enforcement. The authors detail their efforts facilitating this project at three universities. As students examine how an ethical conduct policy informs and is informed by individual and organizational behaviors, they come to more deeply understand the social processes through which all manner of responsibility-promoting outcomes are enacted. The approach to learning described in this project promotes students' internalization of ethical principles and accountability for responsible behavior that is consonant with the core aims and principles of responsible management education.
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No Financial Aid, No Problem. For-Profit University Sets $199-a-Month Tuition for Onlin... - 0 views

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    March 29, 2012 No Financial Aid, No Problem. For-Profit University Sets $199-a-Month Tuition for Online Courses Matt McLoone Of his tuition pricing for New Charter University, the educational entrepreneur Gene Wade says: "This is not buying a house. This is like, do I want to get cable?"Enlarge Image By Marc Parry It's a higher-education puzzle: Students are flocking to Western Governors University, driving growth of 30 to 40 percent each year. You might expect that competitors would be clamoring to copy the nonprofit online institution's model, which focuses on whether students can show "competencies" rather than on counting how much time they've spent in class. So why haven't they? Two reasons, says the education entrepreneur Gene Wade. One, financial-aid regulatory problems that arise with self-paced models that aren't based on seat time. And two, opposition to how Western Governors changes the role of professor, chopping it into "course mentors" who help students master material, and graders who evaluate homework but do no teaching.
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elearnspace › learning, networks, knowledge, technology, community - 0 views

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    ELEARNSPACE LEARNING, NETWORKS, KNOWLEDGE, TECHNOLOGY, COMMUNITY
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h2g2 - The Quote 'May You Live in Interesting Times' - 0 views

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    The Quote 'May You Live in Interesting Times' Front Page What is h2g2? Who's Online Write an Entry Browse Announcements Feedback h2g2 Help RSS Feeds Contact Us   In a speech in Cape Town, South Africa, on 7 June, 1966, Robert F Kennedy said: There is a Chinese curse which says, 'May he live in interesting times'. Like it or not, we live in interesting times... Journalists endorsed the phrase and it has become well known. While widely reported as being an ancient Chinese curse, the phrase is likely to be of recent and Western origin. When created it seems to be intended to sound Chinese in the 'Confucius he say' mould. Most Chinese scholars will not recognise the 'curse' as Chinese, because if it is of Chinese origin, it has somehow escaped mention in all of the ancient Chinese literature. It may, however, be a paraphrase of a liberal translation from a Chinese source, and therefore unrecognisable when translated back to Chinese. One possibility is a relation to the Chinese proverb, 'It's better to be a dog in a peaceful time than be a man in a chaotic period.'
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