Tag: Learn

  • Immigrants Keep Lining Up to Learn English as City Hall Cuts Support – The 74

    Immigrants Keep Lining Up to Learn English as City Hall Cuts Support – The 74


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    Inside a classroom at the Center for Family Life in Sunset Park on a recent Monday morning, teacher Julian Colón was busy setting out notebooks, folders, pens and crayons on a table. Outside in the hallway, a sign taped to a wall reads “CLASES DE INGLÉS POR ESTE CAMINO” — English classes this way.

    It was the first day of the spring semester in this predominantly Latino corner of the Brooklyn neighborhood, where Colón was expecting about 30 students in class.

    Julian Colón teaches an English as a Second Language class at the Center for Family Life in Sunset Park, Brooklyn, April 7, 2025. (Ben Fractenberg/THE CITY)

    But not everyone who wanted a seat at the table was there. More than 400 students are now on the center’s waitlist, according to Maria Ferreira, its adult employment program director.

    “I sit right by the reception, and every single day we get inquiries about ESOL,” Ferreira told THE CITY, using the acronym for English for Speakers of Other Languages. “Every day we’re adding people to the waiting list.”

    Demand for English classes has increased with the influx of migrants that began in 2022, according to a new report by United Neighborhood Houses, which represents 46 settlement houses that help serve immigrant populations, even as City Hall has slashed funding.

    At Flatbush-based social services giant CAMBA, program manager Jude Pierre said more than 700 prospective students are now waiting to get into one of its 10 city-funded ESL classes, which collectively accommodate about 200 students.

    “With the migrant crisis…we ended up getting a lot of individuals coming here to register for classes to the point where we basically had to stop taking registrations,” Pierre told THE CITY. “We got to the point where it didn’t make any more sense to have thousands of people on a waiting list, knowing we would never get to most of them. We started saying, ‘Sorry, we can’t do this, because it’s not fair to you,’ and trying to refer them to other places.”

    Last year, the Department of Youth and Community Development reduced funding for literacy classes by nearly 30% to $11.9 million from $16.8 million, the report noted. Many long-time providers in areas where migrant shelters were clustered also lost out on DYCD dollars after the agency adjusted its funding eligibility formula,” as THE CITY previously reported.

    An immigrant student takes an English as a Second Language class at the Center for Family Life in Sunset Park, Brooklyn.
    An immigrant student takes an English as a Second Language class at the Center for Family Life in Sunset Park, Brooklyn, April 7, 2025. (Ben Fractenberg/THE CITY)

    According to the report, many classes now depend entirely on discretionary dollars from the City Council, which increased its funding to $16.5 million in fiscal year 2025 from roughly $6.5 million in recent years to back organizations DYCD left behind.

    Several providers, however, told THE CITY that compared to DYCD’s multi-year contracts, Council funding, which requires annual reconsideration, makes it difficult to plan ahead and maximize offerings.

    And for some, like CAMBA, Council funding was not enough to cover the losses from DYCD with the group reducing the number of students it serves by 174 and closing its waitlist, Pierre said.

    So far, providers say, demand among new arrivals has remained steady even as the Trump administration’s mass deportation efforts have led many new arrivals fearful of working or sending kids to school or even walking the streets.

    “Ideally, these programs would be supported by a robust, baselined program managed by DYCD that offered students and providers stability with year-over-year funding,” the report says. “However, until DYCD revisits its unnecessarily restrictive stance…it is crucial that the City Council continue this support to make sure that adult learners continue to have access to quality classes.”

    ‘I Understand People Now’

    While fewer than 3% of the 1.7 million immigrants in need of English classes are able to access it through city-funded programs, according to the report, students who were able to find their way into a class told THE CITY improved English has helped with their daily lives — and their job prospects.

    Currently, two-thirds of New Yorkers with limited English proficiency earn less than $25,000 a year, according to American Community Survey data cited in the report.

    Rosanie Andre, 42, came to New York City from Haiti in 2023, and said she started taking English classes at CAMBA last year after three months on a waitlist. Since then, she’s been able to get a job serving food at Speedway while also delivering packages for Amazon per diem.

    “When I did my interviews, you have to speak in English with the manager. And it helped me a lot because I understand people now,” Andre, a native Haitian Creole and French speaker, said in English.

    Learning English has also helped Andre communicate with her 6-year-old — who only started speaking after their move to New York City.

    “And she started to speak English — English only. She knows nothing in Creole,” Andre said. “I try to listen to my daughter and speak to her English-only.”

    With her English improving, Andre said she is better able to help her daughter with her homework.

    “I try to explain her how to do it in English,” Andre said. “If no CAMBA, I have difficulty to understand. Cuz when I come here, I don’t understand nothing. When people speak, I smile because I understand nothing.”

    Roodleir Victor, 29, saw English classes as an essential stepping stone in furthering his education. He had completed his college coursework for an economics degree in his native Haiti, he said, though he ultimately fell just short of obtaining a degree because it would have required him to stay in the country’s capital, which has been embroiled in political turmoil and gang violence. 

    He started taking English classes when he moved to the city in 2023, he said, in hopes of continuing his studies here. For four days a week, he attended English classes in Flatbush from 1 to 4 p.m. before heading to Long Island to work at a pasta factory on a 5 p.m. to 5 a.m. overnight shift.

    Victor is now enrolled in a GED class, he said, and hopes to study computer programming after that.

    “I would like to study at a university which I can learn technology. But it’s difficult for me, because I don’t have the support I need to go there,” Victor said in English. “But for me personally, I believe in my capacity to adapt.”

    ‘It’s Not Impossible’

    Back in Sunset Park, a 55 year-old asylum seeker was patiently waiting to enter the room half an hour before class started at 9 a.m.

    “I’m just eager to learn,” the native of Ecuador  said in Spanish. “It’s important because I want to communicate with others for a job.”

    The mother of five arrived in New York City three months ago, she said, after seeking asylum at the Mexico-California border then being detained there for three months. She’s cleaning homes to help make ends meet, but hopes to land a job with steadier income soon.

    “Whatever I can get I pick up, but those jobs come and go,” she said. “I was in a workforce development program but the curriculum was in English so I started looking for classes.”

    Oscar Lima rolled into English class with his e-scooter just after class started at 9:30 a.m. The 34-year-old is now in his second semester of classes, he said, which he makes time for in between catering gigs, food deliveries and a third job as a barback.

    Columbian immigrant Oscar Lima says learning English will help him work in the food service industry.
    Columbian immigrant Oscar Lima says learning English will help him work in the food service industry, April 7, 2025. (Ben Fractenberg/THE CITY)

    “My bosses told me, ‘You’re a good worker, but you need to learn English,’” Lima said. “And I decided that I didn’t want to learn English myself.”

    Lima and other students now settled into their seats, turning their attention to Colón.

    “Everybody, are we ready? Listos?” Colón asked.

    “Yes,” the class responded timidly.

    Students practice learning the names of colors at an English as a Second Language class in Sunset Park, Brooklyn.
    Students practice learning the names of colors at an English as a Second Language class in Sunset Park, Brooklyn, April 7, 2025. (Ben Fractenberg/THE CITY)

    Colón then began presenting ground rules on a digital whiteboard: Try to arrive within the five-minute grace period after the class start time, and come prepared with books, papers and pencils.

    “The most important rule,” Colón continued, before repeating himself in Spanish. “Please don’t be afraid to participate and make mistakes.”

    At break time, Lima shared how he, his wife and his two sons had arrived in the city from Colombia about three years ago. While the family had started off at a shelter, Lima said, they’re now able to afford an apartment of their own. His two kids — seven and ten years old — quiz him about names of objects around the house, he said, and often encourages him to learn English alongside with them.

    “New York, it poses many challenges. It’s difficult at the beginning, but it’s not impossible,” Lima said in Spanish. “My American Dream is my sons…I want my children to perhaps have what I didn’t have, but at the same time I want to show them how to earn it, and how to work like good people.”

    The story was originally published on THE CITY.


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  • 10 things universities can learn from mergers in the FE sector

    10 things universities can learn from mergers in the FE sector

    • James Clark is a Managing Director at Interpath Advisory, the UK’s largest independent Restructuring and professional advisory firm. James is co-lead of Interpath’s Education Team and has advised on over 20 mergers and potential mergers in the FE and HE sectors. In this blog, James explains 10 things universities can learn from mergers in the FE sector.

    Few people connected with the sector would contest that higher education institutions are coming under increasing pressures: a reduction in overseas students due to visa changes, inflationary pressures caused by macroeconomic factors and government policy, increased competition via alternative routes for 18+ students and plain and simple population patterns.

    Many of these headwinds were experienced by further education (FE) colleges not that long ago, and many would agree these have not vanished completely. The Area Review process, led by the FE Commissioner, sought to remove inefficiency across sixth forms and colleges – as this author would put it (admittedly in crudely simplistic terms) – by taking colleges that are half full, removing excess capacity and leaving fewer college groups which are full. Is it time for higher education (HE) to follow suit? Is it inevitable that HE will do so, though perhaps not on the scale seen in the Area Review process? Should we be seeing more mergers, more economies of scale, and more collaboration to navigate the gales?

    I’m not suggesting FE and HE are directly comparable. But they are both in the business of education, both have people at the heart of their institutions (on a major scale), both manage big cost bases and both suffer from similar issues around competition and government policy. So are there things that higher education institutions can learn from a major upheaval started in FE in 2015?

    10 things we can learn from FE mergers

    1. Are the cultures of the merging institutions aligned? One of the major obstacles to mergers (which either create an upfront barrier or mean that post-merger difficulties arise) is that the institutions have very different values and cultures. Existing relationships may help parties understand whether they are a good fit for each other. Management teams contemplating mergers would help themselves by reaching out and starting a dialogue or by increasing the frequency of their catch-ups.
    2. Understand the regulatory landscape. Navigating the regulatory landscape and remaining compliant with educational policy is complex and will be breaking new ground for many management teams. Knowledge of precedents and other case studies will be helpful. Advisor relationships are helpful here. A number of advisors, both in the financial space and legal space, emerged as market leaders during the Area Review process.
    3. Understand your stakeholders and take them on a journey. Banks, governing boards, the Department for Education, the Office for Students, pension scheme trustees. Do not underestimate the different angles each will be coming from. Each will want to know ‘what’s in it for me?’ and care will be needed to ensure each stakeholder feels supported by the merger. Poor communication and a lack of engagement could lead to opposition and unwanted obstacles.
    4. Agree a governance structure at an early stage. Effective and committed leadership is essential for a smooth transition. Conflicts in governance will create unnecessary barriers from the off. Successful mergers I have worked on have had Chairs who have worked together from the off – being like-minded, especially in the desire for success, to leave a legacy and preserve for the next generation has been key,
    5. Grip & Control. Create a steering committee. Set milestones and deadlines and be held to account. Clearly identify what’s on the critical path. If planned well, mergers typically happen on 1 August. Delays to the process could see management teams having to manage critical parts of the merger in term time. Many of the mergers I have worked on have had turnaround directors managing the process.
    6. Don’t assume the plan ends on day 1 of the merger. A 100-day post-integration plan will also be required, with dedicated resource to deliver operational control, as well as the expected benefits of the merger. Failure to plan for this could result in significant operational disruption, for example, if administrative, curriculum support, and IT systems need to be merged. The Area Review process made the 100-day plan part of its requirement for merger support.
    7. Clearly understand the rationale for the merger. Educational improvement? Cost savings? Revenue protection? This may then determine your chosen merger partner.
    8. Crunch the numbers and make sure it stacks up financially. Exploring and delivering a merger will not be cheap, with significant input from legal and financial advisors required, both before, during, and post-integration. Ensuring tangible benefits can be secured from a merger is crucial. Again, those successful mergers involved specialist financial personnel, often interims with expertise in education, to examine the potential benefits prior to the merger.
    9. First mover advantage. Don’t leave it too late to determine that a merger is right, or even essential to your survival. Be front-footed – the more time given over to the proposed merger, the smoother the process will be, and the more optimal the decisions made.
    10. A merger might not be right, but other structures may be available.  Whilst a number of FE institutions decided to abandon merger plans, this gave the institutions time to properly examine their long-term strategy, their cost base, and other potential “alliance-type” shared services models.

    Some would argue that the FE mergers have provided an opportunity for a reset, benefitting from a huge Government funding pot. Many (and not without great leadership) have successfully turned around the fortunes of financially and educationally stumbling colleges.

    One beacon that shines for me, which I had the pleasure of supporting, is the merger of Telford College of Arts and Technology and New College Telford. Within a short period of time, its financial health was upgraded to Outstanding, and its Ofsted upgraded to Good. A remarkable turnaround and testament to a focused and forward-thinking management team and governing body that, when faced with the task, grabbed it with both hands and drove it hard.

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  • What the UK can learn from Scotland’s tertiary pathfinder experiments

    What the UK can learn from Scotland’s tertiary pathfinder experiments

    It is commonly believed that, if we only had accurate up-to-date data on what skills employers were looking for, we could solve most of Britain’s productivity and social mobility problems in one fell swoop.

    There’s a kind of big state approach to collecting and sharing that knowledge we could follow – all kinds of architectures and data collections we could dream up to ensure that every course offered in every educational establishment was laser-focused on a particular industry demand.

    To do this at the level of fidelity and timeliness needed would be either expensive, or impossible, or both. Remember, right now, we can’t even accurately tell you how many people are currently working in the UK. And even if we did have this up-to-the moment, detailed, reliable data on employer needs: would the sector be able to use it? And would learners see any benefit?

    Pathways and pathfinders

    On the other hand nine projects, funded at a total of just £500,000 by the Scottish Funding Council, offer a glimpse of a set of approaches that are making a real difference to education and employment. It’s the opposite of big and flashy – building on existing structures and using small amounts of money to facilitate data sharing and collaboration. And it might just be a glimpse of the future.

    The key components are what the Regional Tertiary Pathfinder programme calls Regional Delivery Boards – the pathfinder iteration saw two established, one covering Aberdeen and Aberdeenshire (north east Scotland), the other covering Dumfries and Galloway plus the Borders (south of Scotland).

    If you are in England, you might be thinking these are pretty much the same as the Employer Representative Bodies that develop Local Skills Improvement Plans (LSIPs). And you’d be wrong. The LSIP approach simply brings together employers to state their needs and then invites providers (just FE colleges and private training providers, obviously) to meet them. Ewart Keep, in one of the vast numbers of reports published around the programme, describes the LSIP approach as:

    the employer is viewed as a customer (more or less demanding but detached from the actual process of skill production) within a marketized, one-way street, relationship with a range of suppliers

    In contrast, the Regional Delivery Boards encompass providers at all levels (from schools through to universities) and treat employers and industry bodies as partners in designing and delivering not only the provision directly linked to that particular momentary skills need, but in helping to shape a whole skills ecosystem.

    It is, after all, not really worth designing an undergraduate level energy transition course (for example) aimed at a locality if people in that area are not going to have the qualifications and experience required to benefit from it, and if there is no local aspiration to work in that field. Every individual project supported by the board will be taking into account employer demand as one factor, alongside a consideration of wider skills pathways, of learner demand, and of the wider endeavour of offering people good quality and stable employment.

    I’ve always been a fan of small projects that use low levels of funding in carefully targeted ways to make transformative changes and build capacity. I’ve spent large parts of my adult life setting them up. It does not take a lot of money, in the grand scheme of things, to bring about lasting change. Especially if you build on existing interests, existing partnerships, and even existing plans.

    Building on the past

    There’s various models of change and innovation available, but the one I’ve always known to work draws on Eric Von Hippel’s lead user theory which can be summarised as: smart people on the ground doing the work are already inventing ways of getting stuff done – find these people, listen to them, and make the changes they suggest to enable others to do the same. The strength of the Regional Tertiary Pathfinders model is that it explicitly builds on existing work, existing relationships, and even existing projects – offering legitimacy and political backing as much as money to supercharge the good work that is already happening.

    You sometimes come across agencies and individuals that want to start from scratch, designing the perfect system that will replace everything that has gone before. While this is undeniably fun, it ignores the fact that the same people and the same groups that have been working on similar projects before will be unimpressed with branding and a tidy new organogram being presented as a way to solve the problems they’ve been working on for years. You could call it “producer interest” – I much prefer the term “people who are actually going to do the work to solve the problem” interest.

    It doesn’t matter how good you are on PowerPoint, those new boxes are going to be populated by existing domain experts – it would probably save a lot of time if we started listening to them.

    What about the data?

    One of the impressive facets of both the Regional Delivery Boards and the projects they support is what I might term a pragmatism about data. It actually turns out that data on employer needs is just one of the wells that need to be drawn on, of arguably equal importance is data on the needs of the kinds of students who may want to take the new course you are designing.

    It surprises many to learn just how many (technical, legal, procedural) barriers exist around sharing data across educational phases. Schools will have detailed data on their pupils, not just on attainment and personal characteristics, but on career intentions too. But it is rare to see such detailed information shared with colleges, and by the time you get to university or employment a pupil is flattened out to a list of grades and a very generic reference.

    Likewise, different parts of the system will be getting different kinds of information from employers and industry bodies. While an individual employer may be reasonably expected to understand their own immediate skills needs, to get a fuller or longer term picture you need more than one data point. The various employers, bodies, and providers involved all had light to shed – on a global, regional, and local level.

    In order to ensure that skills pipelines are unclogged working in the way they might be needed you need to bring all of these data sources together, and it is to the credit of the two boards that this has been able to happen.

    Designing and delivering courses

    Any provider worth bothering with will be drawing on all kinds of information in designing new courses and reviewing old ones. There’s a landscape of professional bodies, subject interest groups, QAA benchmarks, and comparators that can help academics and quality assurance staff decide what needs to be covered in a course. This intelligence is married with an institutional insight into its own purpose and mission, and the missions of other local providers.

    Employer engagement can and does happen at the design, delivery, and review phases of courses – each of these allows for direct input into the curriculum mediated by the kinds of wider understanding detailed above. What we are also starting to see is partnerships between providers across phases feeding these processes in a similar way – schools, local authorities, and FE colleges, are all components of the skills pipeline and have a key role both in directly preparing students for admission, and in raising awareness and aspiration more widely.

    This nicely illustrates a central strength of the regional tertiary pathfinder approach, an emphasis on the wider needs of the learner. Rather than seeing learners, Gradgrind-like, as vessels to be filled with the correct skills there is a recognition of “meta-skills” and graduate applicants: a genuine consideration of the careers and lives of learners rather than just thinking about the immediate employer or industry need. Again to quote Ewart Keep:

    There are a number of professions and occupations where we know that labour shortages in part (sometimes a growing proportion) spring not from a shortage of individuals qualified to undertake the work, but from the fact that those that are qualified and have entered the workforce are now choosing to leave the occupation because individuals are concluding that the pay and/or working conditions and stress levels are unacceptable

    Courses more closely aligned to employers needs are certainly useful in addressing skills needs – they are not a means of attracting young people to work in unlivable jobs.

    Beyond the programme, beyond Scotland

    The initiatives that the Regional Pathfinder Programme have fostered and nurtured are already becoming “business as usual”, though how the funding council can support and grow this activity remains an open question. The project coordinators that did so much to drive success were largely funded by the small SFC grants – whether such dedicated project delivery roles would exist without this small amount of funding is not clear. Likewise, the attention that SFC involvement (and, frankly, SFC oversight) drove at a senior level is difficult to sustain. As of yet we don’t know how or in what form the programme will continue – but given the small amount of funding involved and the scope to spread the lessons learned so far to other areas it would feel very short-sighted to abandon the approach.

    In other nations of the UK skills planning cleaves much closer to the employer-as-purchaser model that relies on the optimistic idea that employers are engaged in long-term skills planning that can be aggregated and delivered. The results from Scotland should inform England’s long-awaited reform of the LSIP process – and hopefully put a human face on what frequently feels like an impersonal and deterministic skills strategy that understands neither the people who have the skills, the institutions that develop them, and the the employers that react to a rapidly changing world.

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  • Degree Apprenticeships in England: What Can We Learn from the Experiences of Apprentices, Employers, and Education and Training Providers?

    Degree Apprenticeships in England: What Can We Learn from the Experiences of Apprentices, Employers, and Education and Training Providers?

    By Josh Patel, Researcher at the Edge Foundation.

    Degree Apprenticeships (DAs) were launched in 2015, as a novel work-based learning route to obtaining a degree. On their introduction, then Prime Minister David Cameron said they would ‘give people a great head start, combining a full degree with real practical skills gained from work and the financial security of a regular pay packet’. Since then, they have taken the higher education sector by storm. Their growth has been the key factor in the expansion of higher apprenticeships from 43,800 starts in 2015/16 to 273,700 in 2023/24, a rise from 4.8% to 35% of all apprenticeships. They have stimulated innovative models of delivery and new and productive relationships between employers and providers. Former Skills Minister Robert Halfon remarked that ‘Degree Apprenticeships’ were his ‘two favourite words in the English language’.

    DAs have, however, recently come under scrutiny. Concerns persist that the growth of DAs and their high cost – reported in the media as growing from 2% of the apprenticeship budget in 2017/18 to 21% in 2021 – might crowd out opportunities for young entrants to the workforce, as DAs are primarily taken by existing employees. The suitability of DAs as instruments to improve upward social mobility has been contested. Meanwhile, the government is drawing up plans to increase the flexibility of the Apprenticeship Levy through which Degree Apprenticeships can currently be funded, asking employers ‘to rebalance their funding for apprenticeships… to invest in younger workers’.

    Our report, ‘Degree Apprenticeships in England: What Can We Learn from the Experiences of Apprentices, Employers, and Education and Training Providers?’, written in collaboration with colleagues from the Universities of Bath, Huddersfield, and Oxford, was published on Tuesday and is a timely intervention into these discussions. Here, we present the evidence for some our policy recommendations, gathered from nearly 100 interviews with stakeholders including large employers and SMEs, providers, degree apprentices, and policymakers.

    Engaging employers

    The government needs to consider a more systematic approach that serves to rationalise the way that employers are supported to offer a wide range of work-based opportunities. As Edge has identified in other programmes, such as T Levels or plans to provide universal work experience through the government’s Youth Guarantee, DAs are restricted by the number of employers willing to engage. We repeatedly heard evidence of the difficulties ‘resource-poor’ employers had in engaging with the design of apprenticeship standards and participating fully in collaboration with providers. As one SME told us contributing to the design and development of a DA ‘doesn’t give me any benefit now, and I’m impatient’.

    The government needs to develop a coherent strategy for DAs with a particular focus on support for SMEs, including improved awareness of levy transfer schemes. Involvement in DAs is often based on being ‘in the know’ and contacts with providers and local authorities. In our ‘Learning from the past’ stream of work, we reviewed Education Business Partnerships, as an example of intermediary organisations, noting both their strengths and shortcomings, which could inform effective initiatives for supporting employers.

    Reducing complexity

    With the creation of Skills England, the government should take the opportunity to review and simplify the process of design, delivery and quality assurance for DAs, and ensure regulatory elements work together. DAs currently draw in a large number of bodies including the OfS, IfATE, regulatory bodies, professional bodies and Ofsted. Providers told us that this had created a complex landscape of ‘many masters’ where lines of accountability are blurred and innovation is stifled. Providers described ‘overregulation’ as limiting ‘our ability to go off-piste’, and while the process could be constructive, providers were unconvinced of its added value. ‘Does that add to the quality?’ one provider asked. ‘I don’t think it necessarily does’.

    Skills England’s remit includes shaping technical education to respond to skills needs, and its incorporation of IfATE has already begun. As a first exercise, it could review the regulatory requirements to remove any duplication and contradictions and then consult with the sector to devise a simpler, clearer mechanism for providers to report.

    Increasing flexibility

    These difficulties meant that, while we found examples of excellent integration of academic learning and the workplace, concerns persisted as to the vocational relevance and obsolescence of learning, particularly in fast-moving sectors such as IT and mental health provision. One employer involved in delivery said they told their apprentices: ‘we have to teach you this so you get through your apprenticeship, but actually in practice that is not the way it’s done any longer’.

    In other countries, such as the Netherlands, a proportion (up to 20-25%) of an apprenticeship standard is kept flexible to be agreed between the employer and provider so that it can take better account of the current and changing situation in that particular industry, location and employer – such flexibility could be piloted in the UK.

    …without compromise

    The government’s commitment to adapting the levy into a ‘Growth and Skills Levy’, offers opportunities to improve DA delivery. Diversification was not a major consideration for the majority of employers when recruiting, though we certainly did hear evidence from those with a strong sense of their social corporate responsibility. As one SME put it:

    there are too many people in the IT industry that are like me. So we’re talking middle-aged white guys. […] Now, DAs allow people who don’t necessarily, wouldn’t consider getting into this industry from a variety of backgrounds, creeds, colours…

    We recommended in our Flex Without Compromise report that the government should take a measured approach to levy reform to minimise the risk that a broadening of scope diminishes the opportunities available particularly for younger people and newer entrants to the labour market. It should consider modelling the impact of differentiating levy funding available for DAs by either or both age and staff status, and diversification of the workforce. This could be a powerful mechanism to encourage employers to focus DA opportunities on younger people and on new recruits but would need to be considered carefully to allow for continued expansion of DAs.

    These initiatives might help address existing challenges and enhance the efficacy of Degree Apprenticeships in fostering equitable access and meeting the needs of learners and employers.

    To find out more about Edge and to read the report in full, visit www.edge.co.uk

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  • Return to Learn Day 2024 – by Sharon Connor – ALL @ Liverpool Blog

    Return to Learn Day 2024 – by Sharon Connor – ALL @ Liverpool Blog

    Storm Lillian might have been causing chaos across the North West, but nothing could dampen the spirits of everyone involved in this year’s Return to Learn Day. For the second year running, the team at Go Higher invited potential mature learners to experience a full day of talks and tours on campus.

    The day was (high) kicked off on a musical note, with Dr Freya Jarman (below left) leading listeners through the history of the multiple meanings of singing high notes in Western music. Covering everything from Tiny Tim to Barbara Streisand, our visitors quickly warmed to the topic and were keen to share their own insights and experiences. We hardly had time to pause for breath, before Heather Johnston from Sydney Jones Library delivered an informative talk on KnowHow, the University of Liverpool’s skills support service. Go Higher and KnowHow work closely together all year round; we know that many mature students may not have written anything vaguely academic for many years, and may never have used a referencing system – the Study Skills team at Go Higher are there to support your learning throughout the whole course, and KnowHow provide the university wide support for both undergraduate and postgraduate students.

    Lunch provided an enjoyable opportunity for guests to chat informally with not only professional services and teaching staff, but also current and former Go Higher students. Peer support plays a major role in the success of Go Higher, not only within a year group, but more widely as a mentoring system for students to continue that contact even after they have started their undergraduate studies.

    The University of Liverpool is the only university in England with an Irish Studies Department, and Dr Sean Haughey outlined the degree course content, as well as reminding us of just how many Go Higher students decide to study with this close and supportive department. Sean also gave us a taste of the sort of lecture students might expect, asking just how divided society is now in Northern Ireland. Combining contemporary cultural references such as Derry Girls, with recent government polls on schooling opportunities, Sean suggested that social attitudes towards mixed communities are far more positive than are often put forward by politicians and the press.

    Thankfully rain had stopped by mid afternoon, and although it was still too wet to take the campus tour, attendees were welcomed for a guided tour at the iconic Victoria Gallery and Museum in Ashton Street. https://vgm.liverpool.ac.uk/  Our on campus bookstore, Blackwells, kindly offered attendees a discount for any purchases made on the day.

    The afternoon was completed by a lecture from Go Higher’s sociology lecturer, Dr David Ellis (left), who discussed his research in a talk titled ‘Towards a Sociology of Debt: Cultural Change in Britain and Beyond’. David explored the deregulation of banking by the Conservative Party in the 1980s, and the impact that it is still having today. A major point of discussion was what constituted ‘credit’ and how it differed from ‘debt’. There were so many comments and questions following this that we reached the end of the day before we knew it.

    Just in time for visitors to leave, the sun came out – but we hope to see many of them return as students in September.

    White Rabbit image by John Tenniel, from the Project Gutenberg edition of Alice In Wonderland (public domain).

     

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  • Let’s Learn About Telehealth (Sessions from the National Telehealth Conference)

    Let’s Learn About Telehealth (Sessions from the National Telehealth Conference)

    In May, I was pleased to see the Health Resources and Services Administration (HRSA) offer a virtual Telehealth Conference. I am always on the lookout for good professional development opportunities, so I signed up. 

    My schedule had a conflict on that day and I was unable to attend, BUT they posted videos of the sessions online. I was so excited and I could not wait to block time on my schedule, grab some lunch, and listen to the sessions.

    You can listen to the sessions as well!

    Here is a list of the sessions and the video links:

    Leaders from the U.S. Department of Health and Human Services will discuss priorities and highlight key efforts across the Department to expand access to telehealth services.

    Providers and experts will discuss telehealth’s key role in access to behavioral health services as well as the integration of behavioral and physical health services, especially for those in underserved communities.

    This session will discuss ongoing efforts to facilitate access to inter-state telehealth services through HRSA’s Licensure Portability Grant Program.  Through this program, HRSA provides support to the Federation of State Medical Boards and the Association of State and Provincial Psychology Boards.  Participants will learn about current options to address licensure portability reform and have an opportunity to provide feedback.

    This session will discuss key policy and infrastructure issues at the state and federal level needed to ensure continued access to telehealth beyond the COVID-19 public health emergency.

    This session will discuss key considerations for integrating telehealth in various medical settings.  Participants will learn of current models and provide input on ways to address challenges and barriers.

    This session will provide an overview of Federal efforts and resources to improve access to broadband, which is a key component to the delivery of telehealth services as well as other social determinants of health.

    This session will discuss current efforts to assist providers in using telehealth and considerations for training the workforce for tomorrow. Issues to be discussed will include provider-to-provider mentoring, developing telehealth curriculum for providers and addressing burnout.

    This session will provide participants with an opportunity to learn more about the HRSA supported Telehealth Resource Centers including their work and expertise in assisting providers with implementing telehealth services.

    This session will discuss leveraging telehealth technology in addressing and treating COVID-19.

    Experts will discuss the key telehealth issues and priorities identified by their stakeholders and how those telehealth issues may evolve beyond the pandemic.

    Check out the sessions. Which session was your favorite?

    ***

    Check out my book – Retaining College Students Using Technology: A Guidebook for Student Affairs and Academic Affairs Professionals.

    Remember to order copies for your team as well!


    Thanks for visiting! 


    Sincerely,


    Dr. Jennifer T. Edwards
    Professor of Communication

    Executive Director of the Texas Social Media Research Institute & Rural Communication Institute

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  • Learn more about the Upcoming Forum on Education Abroad Annual Conference and Register #ForumEA21

    Learn more about the Upcoming Forum on Education Abroad Annual Conference and Register #ForumEA21

    Learn more about the upcoming Forum on Education Abroad annual conference and register at https://forumea.org/training-events/annual-conference/general-info-2/ #ForumEA21

    Note: I’ve been invited to attend the Forum on Education Abroad annual conference and will be tweeting and posting to IHEC Blog‘s Facebook page during the conference as well as doing an end of conference summary blog post.



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