Confidential
15
ImprovingExperiential Learning
ThePTFEEhas identifiedseveral specific strategies that canbeundertaken to improveELon
campus. Manyof these recommendations canbe implementedwithout theneed for additional
resources; however, somedo require investmentsof both timeandmoney. ThePTFEEdid
consider thecosts associatedwith implementationandbenefits towards enhancingEL at
UWindsor.
As such, thePTFEE recommends that theProvost andVice-PresidentAcademic, or through the
appropriateconsistency, implement the following:
AlignmentwithEducational andLearningPriorities
1.
TheUniversity includeEL as akeyelementwithin the institution’s strategicplan.
2.
TheUniversityestablishan intentional organizational structure to facilitate the
coordinationandexpansionof EL, incollaborationwithappropriate stakeholders,
offices, andunits (i.e., Centre for Teaching&LearningandOfficeofOpenLearning).
Examples include:Universityof Toronto, Experiential EducationOfficeandQueen’s:
Experiential Hub.
Responsibilitieswould include:
a.
facilitateof newcurricular-basedEL activities;
b.
providepedagogical support andexpertise to faculty;
c.
participate inprogramexplorationanddevelopment;
d.
support safetyand logistical issues (i.e., permission forms/insurance/crisis
management); and,
e.
shareeffectivepedagogical practices, linking theoryandpractice, to transform
andcreateknowledge
3.
TheProvost andVice-PresidentAcademic createanadvisory committee, including
faculty, ancillaryacademic staff, staff, students, andemployers, tooversee the further
development andgrowthof EEatUWindsor.
Membershipof thePTFEEcouldserveas a startingpoint.
4.
Eachacademicprogramendeavour to includeanacademicallyalignedELopportunity
within their curricula, includingadefinitive integratedexperience, reflectiveobservation
andconceptualizationof theexperience, andmethodology to foster future
experimentation.
