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Dual enrollment--in which students take college credit-bearing courses when still in high school--is becoming increasingly popular. Community college programs account for about 70% of the dual enrollment that more than one million high school students participate in each year nationwide. Yet dual enrollment can be a big financial burden for community colleges. In most parts of the country, community colleges receive less funding per dual enrollment student than they receive for their regular, non-dual-enrollment students. If community colleges are to continue to provide broad access to high-quality programs, they need to be able to sustain these programs. In this paper, we consider the economics of dual enrollment from the perspective of the community college. We illustrate how dual enrollment may not be financially sustainable in colleges and states where it is offered at a discount, but we also show how community colleges can structure their programs to be more efficient. To support our analysis, we describe case studies to show the conditions under which dual enrollment is affordable and efficient.

India has the second largest higher education system in terms of institutions worldwide, despite having only 26.3% Gross Enrollment Ratio (GER), including vocational education. It aspires to achieve a target of 50% GER by 2035. It means it would require a larger number of higher education institutions (HEIs), public and private, in addition to huge fiscal resources. At present about 75% of the HEIs are privately managed with about 66% of student enrolment. Though there is no provision of for-profit higher education institutions in India, many non-profit private HEIs are actually working as for-profit. They are growing fast and are visible too. Therefore, it is high time now to think seriously about the pros and cons, causes and consequences of for-profit and nonprofit private HEIs in India. India provides a big market for non-profit and for-profit higher education to domestic and foreign stakeholders. Already 160 foreign universities are working in collaboration with public or private limited companies in India. This essay provides an analysis of issues related to for-profit and nonprofit HEIs, including desirability, size, funding, transparency, accountability, quality, feasibility and sustainability, government policies, regulation, foreign collaborations, private investments, and incentives. The methodology adopted is analytical, comparative, and empirical.

Building on the findings of Cedefop/ReferNet thematic perspectives for EU Member States, Norway and Iceland, this synthesis report identifies recent trends and policy developments in Europe on the initial and continuous professional development of VET teachers and trainers. The report points to the different types of VET teachers and trainers in Europe; their evolving and complex role in mastering new technologies, supporting the integration of refugees, identifying and supporting learners at risk of early leaving, and understanding changing labour market needs, to empower and equip students with skills for the future. Their qualifications and opportunities for continuous professional development vary across countries but the challenges policy-makers face in supporting them are shared. The report concludes with key messages for designing effective policies in Europe. [This research paper was produced by Cedefop's Department for VET and skills.]

When the North American Free Trade Agreement (NAFTA) came into fruition in the early 1990s, there were high hopes and expectations on what this emerging economic block could achieve. Although the agreement involved extensive conversations that led to regulations that facilitated trade across the region--the main intent of NAFTA--the same was not true for the higher education environment. Critics have argued that NAFTA's heavy focus on trade left little room for similar harmonization on issues like higher education. From this perspective, it is evident that if efforts to improve higher education are to gain traction in the trilateral relationship, they must be linked with regional trade and competitiveness. Yet even though NAFTA was not the vehicle for further cooperation on higher education, colleges and universities across Canada, Mexico, and the United States did embrace the opportunity and enthusiastically engaged in conversations that prompted trilateral collaboration. This article follows the key agreements that influenced and guided the early stages of NAFTA collaboration among higher education institutions, as well as developments that kept engagement across the three countries active. It also provides an initial list of areas in which future collaboration might focus. [The report was published in partnership with the Belfer Center for Science and International Affairs. This working paper will be published as a chapter in the forthcoming book, "North America 2.0: Forging a Continental Future."]

This paper is the first to investigate the costs of institution-wide reforms at community colleges. Drawing on data from 12 community colleges implementing comprehensive guided pathways reforms, I use the ingredients method to analyze the resources required to implement such reforms and examine their feasibility and affordability, as well as their value for students. For a typical college with 4,000 full-time equivalent students (FTEs) that implements guided pathways over four years, the total implementation cost beyond business-as-usual operations is estimated at $450 per student each year, or $7.1 million in total, which amounts to 12% of the college's annual budget, or approximately 3% per year. Around one third of this cost is for enhanced student advisement. Extra investments in information technology are also significant. Ongoing operating costs, primarily for student advisement and student success courses, are around $350 per FTE each year. Cost estimates vary depending on how colleges implement guided pathways, but the results are robust to alternative input prices and college characteristics. There is also some evidence of economies of scale. To finance guided pathways, colleges relied mainly on resource reallocation and efficiency gains, extra public funding, and external grants and funds. Increases in tuition/fees were modest, temporary, or delayed until after implementation; increases of just under 1% per year would suffice to support guided pathways reforms. From the student perspective, guided pathways increases the affordability and value for money of community college. With enhanced advising, students take fewer unnecessary courses. Program mapping leads students to take the right courses both at the community college and at any transfer college. Improved advising help students access grants and in-kind services; they also assist with financial plans to pay for college. Overall, the savings these reforms allow for are likely to exceed the modest increase in tuition/fees from guided pathways. [For the companion paper "Funding Guided Pathways: A Guide for Community College Leaders. Report," see ED609234.]

Ten years ago, many policymakers viewed the reform of teacher evaluation as a highly promising mechanism to improve teacher effectiveness and student achievement. Recently, that enthusiasm has dimmed as the available evidence suggests the subsequent reforms had a mixed record of implementation and efficacy. Even in districts where there was evidence of efficacy, the early promise of teacher evaluation may not sustain as these systems mature and change. This study examines the evolving design of IMPACT, the teacher evaluation system in the District of Columbia Public Schools (DCPS). We describe the recent changes to IMPACT which include higher performance standards for lower-performing teachers and a reduced emphasis on value-added test scores. Descriptive evidence on the dynamics of teacher retention and performance under this redesigned system indicate that lower-performing teachers are particularly likely to either leave or improve. Corresponding causal evidence similarly indicates that imminent dismissal threats for persistently low-performing teachers increased both teacher attrition and the performance of returning teachers. These findings suggest teacher evaluation can provide a sustained mechanism for improving the quality of teaching.

In spite of efforts to improve the quality of early childhood education for girls and boys globally, incorporating a gender perspective--particularly in teacher policies--remains a gap, including in China. This inattention to early childhood poses an additional barrier for countries to achieve quality education and the United Nations Sustainable Development Goals. In China, gender parity in primary and lower secondary education was achieved almost a decade ago. However, gender-based inequalities in education processes and outcomes--e.g., biased sex ratio at birth, different education aspirations, labor market discrimination, and restricted female leadership--persist as a result of deeply entrenched gender stereotypes that are formed early in life. The next step to improving gender equality in China is to provide a quality, gender-sensitive education for a harmonious and sustainable society. Fortunately, the Chinese government is promoting gender equality in schools and is set to develop policies in early childhood education and teacher quality. This paper highlights the gaps and opportunities in bringing gender equality into early childhood teacher policy in China. Drawing from a review of global examples, the paper concludes by outlining aspects at the education system and pedagogical levels to ensure gender-responsive teaching and learning for all kindergarten children so China can build upon its sustainable approach to gender equality and education development.

Meaningful and sustained assessment is best achieved when a campus unit takes a collaborative leadership role to work with other departments, offices, and groups. Simply developing and implementing assessment in isolation and for the unit itself is not enough. While the value of collaboration among diverse campus constituents is widely recognized, it is not easily achieved. This occasional paper synthesizes the results of the program Assessment in Action: Academic Libraries and Student Success (AiA) by the Association of College and Research Libraries, which involved over 200 campus teams led by librarians. Five particularly compelling AiA findings are the positive connections documented between various functions of the library and aspects of student learning and success: (1) Students benefit from library instruction in their initial coursework; (2) Library use increases student success; (3) Collaborative academic programs and services involving the library enhance student learning; (4) Information literacy instruction strengthens general education outcomes; and (5) Library research consultations boost student learning. These findings emerged from an assessment process grounded in collaborative planning, decision-making, and implementation. In this paper, we describe the collaborative practices advanced by the AiA program and explain how these practices promote assessment aligned with institutional priorities, encourage common understanding among stakeholder groups about attributes of academic success, produce meaningful measures of student learning, create a unified campus message about student learning and success, and focus on transformative and sustainable change. This paper asserts that the AiA experience serves as a framework for designing assessment approaches that build partnerships and generate results for improving student learning and success through action research, and that the program results demonstrate how libraries contribute to fostering broad student outcomes essential to contemporary postsecondary education. The assessment practices that emerged from the AiA projects can be implemented in a variety of institutional settings and with varying campus priorities. [Foreword by Lisa Janicke Hinchliffe.]

States increasingly need a more highly skilled workforce to meet the requirements of businesses, keep up with a rapidly changing economy and accelerate growth that leads to economic opportunity for workers and families. As a result, governors recognize that their role is to bring together education, workforce and economic development as talent pipeline partners to better equip workers with skills businesses need. Work-based learning approaches have emerged from these partnerships as a promising strategy to address the mismatch between employer needs and the skill levels of available workers. "States Continue Advancing Strategies to Scale Work-Based Learning" summarizes key actions governors can take to embed work-based learning across education, workforce and economic development systems.

This occasional paper is the fourth in a series on the National Quality Framework (NQF). This paper offers detailed insights into education and care service quality ratings for Quality Area 3 (physical environment) of the National Quality Standard (NQS). The focus is on ensuring the physical environment of a service is safe, suitable and provides a rich and diverse range of experiences that promote children's learning and development. This paper begins with an overview of the physical environment standards and what these aim to achieve, highlighting contemporary research and theory behind sustainable environments promoting children's learning. It then outlines the operational requirements of the National Law and National Regulations for the physical environment, with a particular focus on the requirements specific to different service types. The paper also describes how service approval requirements in the National Law apply to the physical environment, and how providers may seek waivers for certain legislated requirements. The paper is intended to be of interest to people who deliver education and care services, families, people who provide training and professional development services to the sector, and to officers in the state and territory regulatory authorities that regulate education and care services.

Schooling can produce both cognitive and non-cognitive skills, both of which are important determinants of adult outcomes. Using very rich data from a UK birth cohort study, I estimate teacher value added (VA) models for both pupils' test scores and non-cognitive skills. I show that teachers are equally important in the determination of pupils' test scores and non-cognitive skills. This finding extends the economics literature on teacher effects, which has primarily focused on pupils' test scores and may fail to capture teachers' overall effects. In addition, the large estimates reveal an interesting trade-off: teacher VA on pupils' test scores are weak predictors of teacher VA on non-cognitive skills, which suggests that teachers recourse to different techniques to improve pupils' cognitive and non-cognitive skills. Finally, I find that teachers' effects on pupils' non-cognitive skills have long-run impacts on adult outcomes such as higher education attendance, employment and earnings, conditional on their effects on test scores. This result indicates that long-run outcomes are improved by a combination of teachers increasing pupils' test scores and non-cognitive skills and has large policy implications.

Understanding the return on investment (ROI) in VET provides governments with information on the performance of the system and justification for public expenditure. It can help enterprises and individuals to measure productivity improvement in firms or to determine increases in the employability of individuals following training investment. However, the measurement of ROI is not straightforward. This report introduces a conceptual framework for defining what is involved in the ROI calculation and provides a guide to what type of information and data are required to calculate the returns to training for government, employers and individuals.

This paper examines the key aspects of stakeholder engagement that can strengthen the design, implementation and sustainability of outcomes-based funding policies. We seek to help policymakers understand the prevailing starting-point attitudes of institutional stakeholders, primarily college and university administrators, faculty and staff, and the importance of engaging them throughout the policy process. In addition, we recommend specific strategies for effectively engaging these stakeholders based on our work in multiple states and leading research in the field.

Many states have implemented or expanded state-funded prekindergarten programs in the last decade, encouraged by claims about the benefits that can be expected and the importance of early experiences for children's development, especially for economically disadvantaged children. However, there is remarkably little methodologically adequate evidence about the effects of such programs. Using a subsample of children with parental consent from a larger sample of children randomly assigned to attend the Tennessee pre-k program or not, this study examined effects on cognitive and noncognitive outcomes through third grade. At the end of the pre-k year, program participants showed better outcomes than comparable nonparticipants on achievement measures and ratings of school readiness by kindergarten teachers. But those effects were not sustained in subsequent years and, indeed, by the end of third grade the pre-k participants scored lower on the achievement measures than nonparticipants. These results raise questions about the way state pre-k programs have been designed and implemented.

Employers, postsecondary institutions, and civic leaders are urging greater focus on 21st century skills essential for college, career, and civic success: problem solving, interpersonal skills, and collaboration, among others. In response to these demands, states across the country are working to realign policies--on learning standards, assessments, and human capital strategies--to set a new course for their state education systems. Many states are reconsidering their assessment strategies and asking whether existing assessments are designed to be the barometer, resource, and engine for learning necessary to support the new demands on students. To address gaps in existing assessments, many states are considering the role of performance assessments--assessments that require students to craft solutions to problems by constructing an answer, producing a product, or performing an activity rather than selecting from a list of multiple-choice answers--within their statewide assessment strategies. By requiring students to complete multifaceted tasks, these assessments can better support 21st century learning. This report is intended to familiarize state boards of education with performance assessments and help state board members and other policymakers address some of the thorniest issues around these assessments: purpose, sustainability, reliability, accountability, policy alignment, equity, professional practice, and implementation. The report ends with a set of discussion questions so that each state can begin to analyze barriers and opportunities toward effective implementation of these assessments.

The paper provides an initial international comparative empirical assessment of international branch campuses (IBCs) worldwide. Building on neo-institutional theory and organizational ecology, it sheds light on the new organizational form by analyzing their founding age of the home university and IBC mortality. Furthermore the paper analyzes the organizational form of home institutions that establish such an international branch abroad, in terms of size, age, ranking positions and range of disciplines, and peeks into an educational hub with a high density of international branch campuses. The analysis shows that all forms of universities maintain branch campuses, none is more likely to establish a branch, but the age of the universities that establish a branch campus increases the likelihood of the survival of the branch in times of increased competitive pressures. Additionally, the analysis reveals that educational hubs are very narrow competitive environments of program offers for a diversity of home institutions. These results point to the conclusion that home institutions adopt the strategy of establishing an international branch campus even when the environment is highly competitive and the strategy appears unlikely to succeed.

In this paper, the authors draw on empirical data from CCRC's Scaling Innovation project to examine trends in developmental education instructional reform and outline a framework for reform adoption and adaptation. The paper's findings are based on two qualitative data sources: a scan of developmental education reforms that involved changes to curricula, course structure, and/or pedagogy; and fieldwork conducted at 11 colleges working to replicate high-potential instructional innovations developed at other colleges. The data suggest that colleges tend to enact developmental education reforms in ways that may unintentionally undermine their potential benefits. The authors present a framework for engaging practitioners in activities that will increase the impact of their developmental education reforms while strengthening institutional capacity. Appended are: (1) Scaling Innovation Partner Programs; and (2) Methods.

Research over the past 30 years has found that effective principals can significantly improve various components of student achievement and learning. In addition, there are few examples of improving student achievement that were not led by an effective principal. Research has also identified the need for the change to be systemic or comprehensive in the school turnaround process to ensure sustainability. Along with a systemic improvement process, Duke (2006), identifies 10 "essential" school components for the turnaround principal's focus and action as keys to sustained success for the benefit of all students. This briefing paper addresses the essential competencies and actions of the turnaround principal. Identifying competencies and actions exhibited by the turnaround principal is crucial to guiding development of effective future leaders. It may help districts to improve their capacity to identify and select the best leaders for their schools. Competencies and actions of existing leaders could be compared to those identified in research, allowing methods for developing, supporting, and evaluating turnaround principals to be refined. These topics are discussed following descriptions of the procedure by which resources were selected for this paper and the limitations of this paper.

In 2012 the Conservative-Liberal Democrat Government introduced a number of reforms to the higher education system in England. The main change was to abolish direct state subsidies for the teaching of most subjects, and replace them with a state-subsidised tuition fee of up to $9,000 (US $13,700). A number of other changes were also made, all with the aim of increasing institutional competition and consumer choice. The Government believes the reforms are necessary to assure financial sustainability, raise quality and enhance social mobility. This paper assesses the early impact of the reforms. It concludes that, on the evidence so far, none of the Governments declared objectives is likely to be met.

For a long time, leaders have asked the question, where will the next generation of leaders come from? And for a long time the same formula has been applied: Identify those high potentials in high school, college or in the workforce and provide that select group leadership development opportunities. One focus of the Leadership Beyond Boundaries initiative is early leadership development. But what do we mean by "early"? One answer the Center for Creative Leadership (CCL) has been hearing for years comes from senior leaders, as they leave CCL programs wishing they had been able to benefit from a leadership development experience much earlier in their lives. Couple this statement with comments from youth, leadership development practitioners (Van Velsor, 2011), principals, and educators in schools and universities and a fairly consistent theme begins to emerge--that leadership development could occur much earlier and be provided to a broader audience. Prompted by this theme of earlier and broader leadership development initiatives the authors began to ask several questions. When should leadership development start? What are the most important competencies to focus on in developing young leaders? Do current leaders see young people as having what is needed for success? Have young people been able to develop the competencies organizations need in their entry-level workforce or that they will need to lead organizations and society forward? What impact would a broad investment in younger audiences have? Would it help them learn more about themselves and others, and propel them on an increased path of purpose and impact? A subset of these important questions was the focus of a 2012 CCL Leadership Insights survey, the results of which are summarized in this paper. This online survey of business, government, nonprofit, and education leaders focused on: 1) the age a young person should commence his or her leadership journey, 2) whether leadership development should be part of the regular educational curriculum, 3) how widely it should be offered, 4) leadership qualities that managers want to see in young people entering the workforce, and 5) what excites managers and what concerns them about the young people they employ today. (Contains 2 resources.

This report provides an analysis of the labour market impacts of EU policy interventions designed to support the transition to a job-rich, low-carbon economy. The approach taken is innovative as it combines quantitative (econometric modelling) and qualitative (case study) methods to investigate the expected impact of sustainable energy policies on employment and skills demand, while providing insights for the development of effective policies for VET activities that allow skills demands to be met. This report claims that the climate and energy targets can be achieved at the same time as EU employment targets. However, to do so requires greater integration of climate and energy polices with measures to support employment and skills development across the EU. Recognising the complementarity of education and training policies to low-carbon strategies is essential to ensuring skills needs are met and that the transition process is not held back. The following annexes are included: (1) Glossary of terms; (2) Abbreviations; (3) References; (4) Model-based approach; (5) Detailed model outputs; (6) Sustainable energy policy context; and (7) Domain analysis.

The business models under which most public universities in the U.S. operate have become unsustainable. They were put in place when state economies were stronger and there were fewer programs making competing claims on state funds. The current Great Recession has made things worse, but the unsustainability of current business models derives from longer-term trends that will prevent state investment in higher education from rebounding to prior levels. States and universities are making both incremental and structural changes in response. Incremental changes work within existing financial and governance parameters to effect cost savings and/or to extend services; they stretch the use of existing or shrinking resources. Structural reforms change financial and/or governance parameters to create different incentives, which focus on performance, outcomes, and stabilizing capacity. A number of these new models are summarized including: "charter" and "public authority" models, the Virginia tiered system model, the Oregon public endowment model, and the UK income-contingent model. Current conditions create both a challenge and an opportunity for statewide higher education systems to re-define their missions and priorities to sustain their public universities for the future. Whether changes are made by drift or by design will determine how well public universities can contribute to the growth of the country in future decades. (Contains 16 endnotes.)

University of California (UC) Berkeley's chief academic officer explores the historical sources of Berkeley' academic excellence. He identifies five key factors: (1) wealth from many sources; (2) supportive and skilled governors; (3) leadership from key UC presidents; (4) the pioneering ethos within the State of California; and (5) a process of continuous devolution of authority within the State and the University. He then addresses the extent to which these factors continue as causal drivers today. He concludes by identifying optimistic and pessimistic scenarios, based on contrasting assumptions about the strength of those causal drivers, and ends with a call for the State and the UC system not to inhibit efforts by UCB's leaders to do what is needed to sustain Berkeley's academic excellence. (Contains 14 footnotes.)

As the Better Math Teaching Network (BMTN) matured, different strategies for sharing network learning emerged. These strategies became more formalized and intentional as BMTN members developed tools and routines to spread the learning. Our multi-year evaluation sought to understand the affordances and constraints of each strategy. In the sections below, we present the five strategies that reflect this developmental trajectory. We begin by providing examples of each strategy. We then identify the resources necessary for implementation and reflect on the affordances and constraints of the strategy. To understand the possibilities for scaling the learning of the BMTN--and other improvement networks--we analyze each strategy using Coburn's four dimensions of scale: widespread use, depth of implementation, shift in reform ownership, and sustainability.