UNIVERSITY PANEL ON THE FUTURE DEVELOPMENT OF THE BA. Terms of Reference and Membership

Transcription

1 Background UNIVERSITY PANEL ON THE FUTURE DEVELOPMENT OF THE BA Terms of Reference and Membership The BA degree is Carleton s largest, accounting for 48% of first-year full-time enrolments. The University is more heavily dependent on BA enrolments than any other university in Ontario. Enrolments and retention in the BA degree are thus of great importance to the University s ability to generate revenue. It is therefore of concern that enrolments in the BA degree are beginning to decline. While Carleton shares with other Ontario universities increasing challenges in attracting students to its BA degree, the decline in enrolments in some BA programs since 2006 has been significant. In addition, retention is a major challenge for the BA degree. The BA degree on the whole has the lowest retention rate in the University. The Provost s Task Force on Enrolment, Retention and Program Renewal ( the Task Force ) ( came to the conclusion that there exists an urgent need to reinvigorate the BA degree. To this end, it recommended to the Provost the establishment of a University-wide panel on the degree s future. The panel will undertake its work in a fast-changing provincial context: The recent government request for Strategic Mandate submissions from the postsecondary sector has underlined the importance the provincial government is placing on the role it sees universities playing in the social and economic development of Ontario; The Council of Ontario Universities (COU) and the Ministry of Training, Colleges and Universities (MTCU) have placed considerable importance on the role of learning outcomes in the structure and assessment of degree programs; MTCU is placing considerable emphasis on productivity. The BA is not characterised by the clear career paths customarily associated with some other degree programs. This does not mean, however, that BA graduates do not develop worthwhile and valuable careers that serve social and economic development. Indeed, it is often claimed that the real value of an arts, humanities and social science university education rests in the transferable skills that graduates possess regardless of the particular discipline in which the BA was obtained. Graduates from BA programs are valued for their abilities in analysis and synthesis, their creativity and adaptability, and their powers of written and oral communication. 1 P a g e

2 The fact that the BA is oftentimes viewed as a less than useful degree by the general public, the fact that the arts and humanities feel challenged in establishing their place and value in the academy, and the fact that many BA disciplines are experiencing declining enrolments all suggest that there is work to be done in articulating clearly and communicating effectively the value and applicability of a BA degree. There should be every reason for prospective students to be attracted to BA programs that fulfil their needs and aspirations and successfully inculcate the transferable skills that have lifelong value and applicability. However, prospective students will not be attracted to these programs if their value is not articulated clearly and communicated effectively. The establishment of the panel therefore provides Carleton with an opportunity to exercise leadership in BA education by developing clear messages about its value and changing for the better the landscapes within which the BA operates. It should therefore be stressed that this exercise is not intended to detract from the inherent value of BA programs. Rather, it is to consider how best to realise this value in current circumstances so that students are well served, enrolments and retention are at the appropriate levels, and the BA maintains and advances its role as a foundational component of intellectual life at Carleton. Terms of Reference GENERAL In its work, the panel will liaise with and report through the Task Force: The panel will work in close collaboration with the Office of the Dean of the Faculty of Arts and Social Sciences and the Office of the Dean of the Faculty of Public Affairs. The basic task of the panel will be to initiate a review to assess the extent to which the BA degree at Carleton serves students effectively in the current climate. A crucial outcome of this review will be envisaging a generic profile for the BA degree that excites students, and whose value can be clearly communicated to prospective students and their parents. The aim of the review will be to develop this profile and in this way define the core elements of the BA degree at Carleton. Fulfilment of this aim will inform the future development of individual BA programs and ensure their sustainable success. The panel will be responsible initially for carrying out Phase 1 of the review. 2 P a g e

3 PHASE 1: INQUIRY 1. Obtain data and analyses that facilitate a secure understanding of the challenges facing BA programs in North America; 2. Conduct a benchmarking exercise to identify successful innovations in the BA programs of other North-American universities. 3. Working with data sets provided through the Task Force by the Working Group on Student Information Management: a. In collaboration with Offices of the Dean of Arts and Social Sciences and of the Dean of Public Affairs, enter into discussions with BA units regarding experiences and issues to do with recruitment, enrolment and retention; b. Assess the value and success of the Arts One program; c. Assess the value and success of First-Year Seminars; d. Assess the situation and administration of undeclared students; 4. Assess the appropriateness of the BA credential for all BA programs. 5. Assess the value and role of the BA template (this is currently under revision). 6. Assess the potential for BA programs to support Objective 1 of the University s Strategic Mandate submission to MTCU. 7. Review the current governance structure of the BA degree. 8. Review the current marketing and advertising of the BA degree. 9. In the light of the work undertaken for this phase of the review, prepare an initial report summarising generic challenges and opportunities for Carleton s BA programs. PHASE 2: RECOMMENDATIONS This initial report will be presented to the Task Force, the Provost and the Deans of FASS and FPA. Consideration will then be given as to how to address issues arising from this report. It is anticipated that a second phase will be required to undertake the work necessary to prepare a final report containing recommendations concerning the future of the BA degree. Specific roles and responsibilities for work that will lead to the final report will be determined following the completion of Phase 1. This work may entail further consultations within FASS and FPA, as well as with professional units. It is anticipated that the final report will include: 1. A framework that recommends a profile and defines the core elements for the BA degree at Carleton that will ensure the sustained success of individual BA programs. In establishing this framework, special attention should be paid to the development of: a. Learning outcomes that provide a demonstrable preparation for a wide variety of careers and further educational opportunities; b. Curricula that serve these learning outcomes and fulfil the needs and aspirations of students; c. Pedagogical approaches to the delivery of BA programs that emphasize high impact educational practices and take into account the development of online learning; 3 P a g e

4 2. Recommendations regarding: a. The future of the Arts One program and First-Year seminars; b. The possibility of creating alternative credentials for some BA programs (e.g., B.Soc.Sc., B. Crim.) c. Possible collaboration with Algonquin College and other Colleges of Applied Arts and Technologies (Strategic Mandate submission Objective 1). d. The future support and administration of undeclared students; e. The future governance of the BA degree. f. Future marketing and advertising of the BA degree. 3. Any other matters believed to be germane to the sustainable success of the BA degree at Carleton. Timelines Phase 1 of the panel s work will be completed by May 31, 2013 This timing is intended to align implementation of the panel s recommendations with the 2014 recruitment cycle. Resources The panel will be supported by the Offices of the Deans of Arts and Social Sciences and of Public Affairs, the Office of Institutional Research and Planning, the Office of Quality Assurance, the Educational Development Centre, and other academic and professional units within the University. The Office of the Provost will also provide access to the research services of the Education Advisory Board to assist with comparative research. The panel will receive dedicated research assistance from the Office of Quality Assurance. Lead staff support will in addition be provided by Jessica Devries, Program Review Coordinator, Office of Quality Assurance. Liaison with the Provost s Task Force on Enrolment, Retention, and Program Renewal ( the Task Force ) The panel will liaise with the Task Force as needed. This will normally occur through the Task Force Executive (John Shepherd, Katherine Graham, Suzanne Blanchard). Consultations are seen as necessary at the launch of the panel s work, and as the panel develops its draft Phase 1 findings. Implementation of the Review s Final Report This report will be available to the university community. Those recommendations that require formal academic approval will proceed to the Senate through Faculty Boards as appropriate. Recommendations with resource implications will be considered as part of the Carleton Planning Framework. 4 P a g e

5 Membership: Blair Rutherford (Chair FASS) Eileen Saunders (Vice-Chair FPA) James Opp (FASS) Xiaobei Chen (FASS) Simon Power (FPA) Betina Kuzmarov (FPA) Calvin Plett (FED) Dwight Duego (Science) Janice O Farrell (AVP S&E) Ed Kane (VP F&A) Greg MacDonald (DUC) 5 P a g e