The First Year Experience in Higher Education and Planning Studio Pedagogies: An Australian Case Study

Transactions ◽  
2012 ◽  
Vol 9 (1) ◽  
pp. 3-19 ◽  
Author(s):  
Caryl Bosman ◽  
Aysin Dedekorkut ◽  
Dianne Dredge
Keyword(s):  
Higher Education ◽  
First Year Experience ◽  
First Year ◽  
Australian Case

Widening Access to Higher Education – An Australian Case Study

2003 ◽  
Vol 8 (2) ◽  
pp. 195-212
Author(s):  
Glen Postle ◽  
Andrew Sturman
Keyword(s):  
Higher Education ◽  
Teaching And Learning ◽  
Access To Higher Education ◽  
History Of Higher Education ◽  
Student Groups ◽  
Diverse Student ◽  
History Of ◽  
Australian Case ◽  
Open And Distance Learning

In this paper the authors trace the development of equity within the Australian higher education context over the latter part of the last century. In particular they focus on the ways different perspectives (liberalist-individualist and social democratic) have shaped what has been a dramatic increase in the number and diversity of students accessing higher education in Australia. The adoption of a specific perspective has influenced the formation of policies concerning equity and consequently the way universities have responded to the pressures to accept more and different students. These responses are captured under two main headings – ‘restructuring the entry into higher education’ and ‘changing the curriculum within higher education’. Several examples of current programs and procedures based upon these are explained. The paper concludes with the identification of three ‘dilemmas' which have emerged as a result of the development and implementation of equity processes and procedures in higher education in Australia. These are: (a) While there has been an increase in the number and range of students accessing higher education, this has been accompanied by a financial cost to the more disadvantaged students, a cost which has the potential to exacerbate equity principles. (b) For one of the first times in the history of higher education, a focus is being placed on its teaching and learning functions, as opposed to its research functions. The problem is that those universities that have been obliged to broaden their base radically have also been obliged to review their teaching and learning practices without any budgetary compensation. (c) A third consequence of these changes relates to the life of a traditional academic. Universities that have been at the forefront of ‘changing their curriculum’ to cope with more diverse student groups (open and distance learning) have seen the loss of ‘lecturer autonomy’ as they work more as members of teams and less as individuals.

scholarly journals Selective Planning of the First Year Experience in Higher Education: A Sweden-Australia Comparative Study of Support

2018 ◽  
Vol 7 (2) ◽  
pp. 128
Author(s):  
Michael Christie ◽  
Sorrel Penn-Edwards ◽  
Sharn Donnison ◽  
Ruth Greenaway
Keyword(s):  
Higher Education ◽  
First Year Experience ◽  
Fourth Generation ◽  
First Year ◽  
Policy And Practice ◽  
First Year Students ◽  
Satellite Campus ◽  
First Case ◽  
Research Findings ◽  
The University

Literature on the support of the First Year Experience (FYE) in institutions of Higher Education provides a range of modelled approaches. However, we argue that institutions still need to selectively plan which approach/es and attendant strategies are best suited to their particular contexts and institutional policy and practice frameworks and how their FYE is to be presented for their particular student cohort. This paper compares different ways of supporting students in their first year in two contrasting universities. The first case study focuses on a first year course at Stockholm University (SU), Sweden, a large, metropolitan, single campus institution, while the second investigates a strategy for supporting first year students using a community of practice at a satellite campus of the University of the Sunshine Coast (USC), a small regional university in South-East Queensland, Australia. The research contrasts a formal, first generation support approach versus a fourth generation support approach which seeks to involve a wider range of stakeholders in supporting first year students. The research findings draw conclusions about how effective the interventions were for the students and provide clear illustrations that selective planning in considering the institution’s strategic priorities and human, physical, and resource contexts was instrumental in providing a distinctive experience which complemented the institute and the student cohort. (212 words)

A Case Study of the Integration of Self, Peer, and Group Assessment in a Core First-Year Educational Psychology Unit through Flexible Delivery Implementation

2011 ◽  
pp. 101-141 ◽  
Author(s):  
Rozz Albon
Keyword(s):  
Higher Education ◽  
Knowledge Sharing ◽  
Peer Group ◽  
First Year ◽  
Collective Knowledge ◽  
Flexible Delivery ◽  
Complex Forms ◽  
The Impact ◽  
Learn Collaborative

This chapter provides a case study of one lecturer’s approach to innovativeassessment in a first year unit of university study of 188 students. Manyinsights are provided into the training, preparation, and assessmentexperiences of self, peer, group, and lecturer assessments bound togetherby technology for flexible delivery. The dynamic and complex forms ofassessment support the coproduction of knowledge sharing to harness thesynergy of collective knowledge. Specifically, this chapter presents theauthor’s use of theory used to inform selected assessment strategies.General issues surrounding group assessments, and the impact of graduateattributes and technology on assessment, introduce the case study andreinforce the fact that assessment drives the learning. The author hopesthat by sharing her insights, higher-education practices can better meet theneed for students to learn collaborative and team skills required for thefuture world of work.

scholarly journals Competitive Positioning of a Higher Education Institution in Zambia: The Case of ZCAS

2017 ◽  
Vol 8 (2) ◽  
pp. 6-21 ◽  
Author(s):  
Kelvin Mukolo Kayombo ◽  
Steve Carter
Keyword(s):  
Higher Education ◽  
Education Institution ◽  
Teaching Quality ◽  
First Year ◽  
Second Phase ◽  
Current Position ◽  
First Year Students ◽  
Body Of Knowledge ◽  
Brand Position

This study was the second phase of a larger research project that was designed to identify and measure a higher education institution’s brand in Zambia in order to ascertain areas for strengthening the brand’s competitive position. The objectives of this conjoint study were twofold: firstly, to identify the current position of the ZCAS brand as a case study and secondly, to establish the current position of the ZCAS brand relative to its higher education (HE) competitors in Zambia. This quantitative study involved administering a conjoint questionnaire to 110 first year students in ZCAS and 280 first year students in seven universities in the country. The 19 branding elements identified in the initial qualitative stage of the project were aggregated into five principal branding factors using Atlas.ti’s co-occurrence tools to facilitate this conjoint study. These five principal branding attributes are teaching quality, fees, course availability, learning environment and employability. The study revealed that ZCAS has a fairly strong brand position in the Zambian HE sector because the most important elements in its brand model, i.e. course availability, teaching quality and facilities are also the premier brand dimensions in the market. The study also revealed that ZCAS needs to reposition itself away from the competition in order to occupy a more favorable position in the minds of its prospective and existing customers. Accordingly, the study recommends that ZCAS increases its course offerings and collaborates with universities in the region. ZCAS should also consider setting up a quality assurance unit to foster quality in the institution. This study adds to the increasing body of knowledge on HE branding, particularly in developing countries, by developing and then testing a brand orientation model for the Zambian HE market.

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