If you are a student, recent graduate or alumni interested looking for a job or internship you are in the right place! Register today to start your job search and be contacted by companies nationwide looking for you!. It only takes a few minutes and you will be on your way to the perfect job.
Monday, February 13, 2017
While there’s still a stigma against for-profits, the quality of education varies widely within the sector, experts say.
To some students, a for-profit online degree program seems like a risky option.
“I’ve seen a lot of reports for a lot of years about how for-profit schools have pretty much based their incomes on the ability for students to get federal financial aid,” says 30-year-old Matt Warner, a cybersecurity and information assurance master’s student at the nonprofit, online Western Governors University.
Though he’s personally hesitant about for-profits, he suggests prospective students focus more on factors such as cost and the degrees offered.
For California resident Carlos Ramirez, enrolling in an online doctoral program in health administration at the for-profit University of Phoenix was a no-brainer. Ramirez previously earned his bachelor’s and master’s at the school and was satisfied with its flexibility and student support.
Experts say in online education, a school’s classification as a for-profit versus nonprofit tells prospective online students little about overall quality.
“I think it’s less about the sector and more on how attentive the institution is to meeting the needs of students, to understanding best practices, to preparing their faculty for this robust learning experience,” says Karen Pedersen, chief knowledge officer for the Online Learning Consortium, an organization aiming to improve online higher education.
For-profit institutions have faced criticism in recent years for questionable recruitment practices, low graduation rates and high student debt. Though employers today are becoming more receptive to accepting candidates with for-profit, online degrees, there’s still a stigma around them, experts say.
[Discover how employers view for-profit online bachelor’s degrees.]
“It’s a distinction that has gotten a lot of press over the last many years, and I’m not sure that it’s warranted,” says Betty Vandenbosch, president of the for-profit Kaplan University, which delivers many degrees online.
When for-profit online degree programs started becoming more prevalent around 1999, they accepted almost anybody who applied, including those who weren’t sufficiently prepared for college, says Kathleen Ives, OLC’s CEO and executive director, who has served as faculty for both for-profits and nonprofits. That, she says, contributed to low graduation rates and high debt for those who dropped out.
That initial focus primarily on corporate profits “has tainted much of the for-profit sector. And not fairly, because the for-profit institutions are just as diverse as the nonprofit institutions,” says David Schejbal, dean of continuing education, outreach and e-learning at the University of Wisconsin—Extension, which coordinates continuing education and online programs across 26 statewide campuses.
Read full article here.
Thursday, April 26, 2012
One of the most unforgettable economic policy statements I ever heard came from a presidential candidate in the early 1990s who explained that we had lots of people who needed work, and lots of work that needed to be done, and that we ought to get those two problems on the same page.
And so it is with the “skills gap” and the “equity gap” in Minnesota.
On one hand, we have Minnesota employers routinely reporting that they can’t fill job openings because they can’t find people with the right skills for those positions.
On the other hand, we know that for communities of color and for both young and old who live in low-income neighborhoods and regions, unemployment rates are obscenely higher than for the rest of the state.
Workforce development strategies aimed more precisely at closing those two gaps simultaneously — training and educating those workers most in need of jobs to fill specific job openings — make the most sense as we drive to reduce unemployment and increase economic growth in Minnesota.
Plenty of models
Lots of models for linking workforce development to targeted local economic development are popping up in Minnesota and around the country. And one of the best lessons from the recent past is offered in a policy brief published this week and authored by Mike Christenson, a Growth & Justice policy fellow and former director of community planning and economic development under Minneapolis Mayor R.T. Rybak. Christenson now is associate vice president of workforce development at Minneapolis Community and Technical College.
Christenson tells the story, in his own voice, of a comeback for the Phillips neighborhood in Minneapolis, roughly bounded by Interstate 35W, Hiawatha Avenue, Lake Street and Interstate 94.
By the mid 1990s, the neighborhood’s vital signs — crime rates, job losses, physical decline of housing and infrastructure — were trending down in an all-too-familiar story of American urban decline.
Over the next 10 years, a rather remarkable response by corporate and community leaders and ordinary folks in the neighborhood helped turn Phillips around and achieve encouraging results in employment and crime reduction.
Job training was central
And as Christenson tells it, job training was a central facet of the targeted strategy, right next to the bull’s-eye issue of public safety. At the outset of the effort, Christenson headed the Allina Foundation, which located their new headquarters in Phillips neighborhood, near Abbott Northwestern Hospital.
Concerned about crime and other challenges in the neighborhood, corporate leaders of local employers such as the Allina Health System and Honeywell joined with local elected officials, and a new public-private partnership was born. Christenson said those leaders identified jobs, housing and infrastructure as targets, along with public safety. It became clear that a local job-training effort would benefit the neighborhood’s residents and help solve the labor shortage Allina was experiencing.
Despite a large number of people in the neighborhood needing work, Allina was using a temp agency and bringing employees in from North Dakota and as far away as the Philippines to fill a huge number of vacancies — as many as 1,800 on one day in 1999.
All the local human capital needed was a little training for entry-level health care positions in food and environmental services, from which they could progress to becoming certified nursing assistants, medical technicians and even to more skilled medical vocations.
“Intuitively, I believed a job would provide a significant boost,” Christenson writes. “What could more effectively treat a child’s asthma than transition from unemployment to a hospital job for the parent? What other intervention would anchor homeownership, provide health insurance, and foster hope and ambition in struggling households?”
Through the Train to Work program launched for this initiative, neighborhood residents received training in job readiness, workplace expectations and life management skills to meet the entry-level staffing needs of Abbott Northwestern hospital and other health care facilities. The program still exists today, run by Project for Pride in Living, one of the state’s most effective nonprofits. Train to Work offers employment training, internships and support. And since 1997, the program has produced more than 1,000 graduates and over 700 job placements, according to the Phillips Partnership website.
Job training also came from a new partnership between Allina and the Minnesota State Colleges and Universities (MnSCU) system. A new Health Careers Institute opened by the Minneapolis Community and Technical College provided more career-oriented job training for neighborhood residents and more skilled employees for the health care sector.
Christenson’s brief (available at growthandjustice.org) offers 10 lessons for advancing the public-private partnerships it takes to get such turnarounds moving. And he concludes that “a public-private partnership delivered where no single organization or sector had succeeded before. … In today’s urban American, perhaps nothing else works.”
Plenty of positive signs abound that some of Minnesota’s newest leaders, and a few more experienced hands such as St. Paul Mayor Chris Coleman and Minneapolis Mayor R.T. Rybak, are fully engaged in getting the skills gap on the same page as the equity gap.
Star Tribune editorial columnist Lori Sturdevant wrote a compelling op-ed about the public-private partnership launched recently by MnSCU Chancellor Steven Rosenstone. That Workforce Assessment Initiative is perhaps the most ambitious statewide effort ever to ascertain specific workforce training needs from the private sector and then to systematically deliver the trained workers needed. Two other leaders new to their posts, Education Commissioner Brenda Cassellius and Office of Higher Education Director Larry Pogemiller, are already involved in that effort.
Phoenix • Tucson • Palm Springs • Sacramento • San Diego • San Francisco • San Jose • Denver • Jacksonville • Miami • Orlando • Tampa • Atlanta • Chicago • Indianapolis • Kansas City • Louisville • New Orleans • Boston • Baltimore • Detroit • Grand Rapids • Minneapolis • Charlotte • Raleigh • Omaha • Atlantic City • Las Vegas • Reno • Buffalo • New York City • Cincinnati • Cleveland • Toledo • Tulsa • Portland • Philadelphia • Pittsburgh • Myrtle Beach • Memphis • Nashville • Austin • Dallas • Houston • San Antonio • Salt Lake City • Richmond • Seattle • Spokane