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In the concept of early childhood education and care (ECEC), certain foundational principles stand out as vital and of paramount importance for ensuring ideal child development through different stages during the age of 1-5 years. While rooted in extensive research and best practices, the following five principles serve as guiding lights for educators, policymakers, and stakeholders. This discourse delves into five such key principles, each of which holds significant implications for the holistic development of young learners.

This paper reviews overall student performance as well as the performance of student subgroups on the assessment system developed in response to the Massachusetts Education Reform Act of 1993 (MERA), the Massachusetts Comprehensive Assessment System (MCAS). Comparing students in Massachusetts to students in the rest of the United States or against students in other countries can not only confirm the rigor of the MCAS, but the comparison can also provide meaning to MCAS scores and ensure that they accurately measure student performance. There are two primary international exams given at regular intervals: (1) the Trends in International Math and Science Study (TIMSS); and (2) the Program for International Student Assessment (PISA). The strong performance on the international exams across several years and subjects, especially on TIMSS, confirmed the quality of Massachusetts K-12 schools.

Prospective students and their families use college rankings to navigate their higher education options. Rising tuition and fees have made the college decision more fraught. Recently, the major college ranking providers have revised their methodologies to reflect costs and other considerations. These revisions raise important questions about the precise qualities the rankings aim to measure. Vanderbilt University asked NORC to produce a report evaluating the methodological validity of five major college ranking systems: U.S. News & World Report (USNWR), Wall Street Journal (WSJ), Forbes' Top College list (Forbes), The Times Higher Education World University Ranking (THE), and the QS World University Ranking (QS). Drawing on well-established social scientific concepts like "construct validity," this report identifies many issues in the conceptualization and construction of college ranking lists and offers methodological improvements that might address these shortcomings. The aim of this report is to inform consumers of these rankings--including college-going students, their parents, and college leaders--of the limitations of existing college ranking systems. Findings from this project will guide the development of improved systems for informing college-goers.

While the United States leads the world in Artificial Intelligence (AI) innovation, the schools lag behind in preparing teachers and students for the Fourth Industrial Revolution. The extraordinary pace of technological change, and the potential for both opportunity and risk, may be unprecedented. What leaders in education and education policy do next matters. To help accelerate action in U.S. public education and develop a short-term roadmap for districts and other education leaders, the Center on Reinventing Public Education (CRPE) brought together over 60 state and federal policymakers, edtech innovators, school system leaders, and advocates in Albuquerque, New Mexico, in April 2024 to participate in the Think Forward: Learning with AI forum. This report reflects key learnings and conversations that emerged from CRPE's Think Forward convening, including: (1) how AI can enable needed changes in our schools; (2) how current conditions in the edtech market act as barriers to closing equity gaps; and (3) how policy and practice must adapt for lasting system change. It concludes with a short-term action plan developed by forum participants that provides an immediate path forward and outlines the roles wide-ranging stakeholders must play to address our shared challenges and opportunities.

The Mastery-Based Learning Collaborative (MBLC) is a demonstration project taking place in 47 schools across Washington to help decision makers understand what quality mastery-based (or competency-based) learning looks like, how long it takes to implement, and what resources are necessary. The schools receive funding, coaching, and professional learning as part of a statewide network. In its first three years, the initiative has led to deeper Mastery-Based Learning (MBL) implementation and has shown positive impacts on early outcomes such as school climate, cultural responsiveness, and student engagement. Almost all school leaders said they would recommend the MBLC to other school leaders. The Aurora Institute is conducting a six-year evaluation of the MBLC to identify policies, practices, and system changes that can support successful mastery-based and culturally responsive learning. The report shares findings from the first three years of the first cohort of MBLC schools, based on extensive surveys and interviews of educators, school leaders, students, state leaders, and professional learning providers. This evaluation report offers insights and strategies for anyone working to shift K-12 schools, districts, and states toward more student-centered, equitable, and culturally responsive approaches.

A digital information explosion has transformed cities' residential and educational markets in ways that are still being uncovered. Although urban stratification scholars have increasingly scrutinized whether emerging digital platforms disrupt or reproduce longstanding segregation patterns, direct links between one theoretically important form of digital information--school quality data--and neighborhood and school segregation are rarely drawn. To clarify these dynamics, we leverage an exogenous digital information shock, in which the Los Angeles Times' website revealed measures of a particularly important school quality proxy--schools' value-added effectiveness--for nearly all elementary schools in the Los Angeles Unified School District. Results suggest that although the information shock had no detectable effects on residential sorting or neighborhood racial segregation, it did exert modest effects on school sorting--particularly for Latino and Asian students--albeit not in ways that materially diminished school racial segregation because the racial compositions of high and low value-added schools were broadly similar both before and after the information shock. We conclude that the urban stratification implications of digital information may be more nuanced than often appreciated, with effects shaped by racial heterogeneity in both constraints and preferences vis-à-vis specific types of information and operating through mechanisms beyond residential segregation.

Tempe PRE was designed as a high-quality preschool program to create more opportunity for children in Tempe. In the 2021-2022 school year, NORC at the University of Chicago conducted an evaluation of Tempe PRE to understand how the program was being implemented and its effects on children and families. They also collected students' outcome data the following year once they entered kindergarten to measure impacts on achievement compared to a control group. This evaluation documented the successful early installation of a high-quality preschool program that was designed to provide novel access to children from low-income households who would not otherwise have had such an opportunity in their community. Through close collaboration among multiple local government and philanthropic partners, and with a strong, common commitment to quality, the Tempe PRE program was structured and implemented with key components hypothesized to produce positive child outcomes.

This is the technical document for the report, "Centering Quality, Centering Equity: Lessons Learned in Increasing Early Childhood Educator Credentials." The report explores Early Childhood Education (ECE) credential requirements in California (CA) and Washington, D.C. (D.C.) for two key reasons: 1) both recently raised these requirements and 2) both are in the process of implementing the new changes. The study does not seek to advocate in favor of or against the adoption of increased credential requirements. Rather, its purpose is to shed light on the need to center racial and economic equity in policy design and implementation--focusing on the impact of increased credential requirements on early childhood educators in states pursuing these changes. The appendices in this technical document are: (1) Make-up of Early Care and Education Workforce; (2) Center-Based Early Educator Characteristics by Role; (3) Center-Based Early Educator Work Experience and Credentials by Role; (4) Center-Based Early Educator Time Worked, Income, and Wages by Role; (5) Lead Teachers' Work Experience and Credentials by Race and Ethnicity; (6) Lead Teachers without a Postsecondary Degree, Characteristics by Race and Ethnicity; (7) Focus Group Interview Protocol for California; (8) Focus Group Interview Protocol for Washington, D.C.; (9) Hourly Wages for Early Childhood Educators; and (10) Comparison of D.C. Teacher Salaries in 2022 and Minimum Salaries Required in Fiscal Year 2024 for Programs Receiving Pay Equity Funds.

Thriving communities depend on a strong early childhood education (ECE) system--one where both young children and members of the workforce are served and supported. In recent years, state government leaders have increasingly focused on changing qualifications for specific ECE roles, as increasing credential requirements has sometimes been associated with increasing quality. However, across the country, early childhood educators face significant barriers to economic security and continuing education--all while supporting children, parents, and their communities with specialized education services. This report examines the barriers that even highly qualified early child educators experience in the face of increased credential requirements. Featuring case studies of California and Washington, D.C., the report offers implications for policies that protect educators and advance racial and economic equity in the profession. Included with the report are an Executive Summary encapsulating the findings and a Technical Document describing the methodology, data collection, and quantitative analysis.

There's a rise in the employment of uncertified teachers, driven by acute staffing shortages and the flexibility offered by Texas' District of Innovation plans. This reliance on uncertified educators is raising alarms among educators and policymakers alike. Concerns are mounting over whether these teachers, often entering the classroom having never worked in public schools, are equipped to meet the demands of today's classrooms. This brief presents new evidence showing that uncertified teachers are linked to declines in student achievement. The study examines the prevalence, backgrounds, and impacts of uncertified teachers on student achievement and draws attention to significant differences within this diverse group of educators. As schools continue to hire uncertified teachers to address staffing shortages, knowing the backgrounds of these teachers and how they shape student achievement helps stakeholders prioritize transition points, such as hiring individuals with previous classroom experience in non-teaching roles. This brief outlines findings from the 2021-22 and 2022-23 school years and provides recommendations for policymakers and stakeholder groups.

Although global access to schooling has increased over the last several decades, Sustainable Development Goal 4 (SDG 4), which champions inclusive, equitable, quality education, is far from being achieved. Experts predict that if the global community continues to operate education systems in the same way, by 2030, only one in six countries will reach the universal secondary school completion targets, and approximately 300 million students in school will continue to lack basic numeracy and literacy skills. The 2022 United Nations Transforming Education Summit emphasized the urgent need for a complete overhaul of education systems to meet SDG 4 targets. One significant outcome of the summit was a call to improve student learning by transforming teacher classroom practice. This paper is the first in a series of three working papers meant to serve as references and conversation starters for policymakers and researchers as they navigate pedagogical reform for education system transformation in their local contexts. This paper explores various definitions of pedagogies, the lack of consensus on what pedagogy means in practice, and the effects of Invisible Pedagogical Mindsets on pedagogical approaches.

The Accountability Plan is an annual report that is closely aligned with the Board of Governors' 2025 System Strategic Plan. This report enhances the System's commitment to accountability and strategic planning by fostering greater coordination between institutional administrators, University Boards of Trustees and the Board of Governors regarding each institution's direction and priorities as well as performance expectations and outcomes on institutional and System-wide goals. Contents include: (1) Introduction; (2) Strategy; (3) Performance-Based Funding Metrics; (4) Key Performance Indicators; (5) Enrollment Planning; and (6) Definitions.

The Accountability Plan is an annual report that is closely aligned with the Board of Governors' 2025 System Strategic Plan. This report enhances the System's commitment to accountability and strategic planning by fostering greater coordination between institutional administrators, University Boards of Trustees and the Board of Governors regarding each institution's direction and priorities as well as performance expectations and outcomes on institutional and System-wide goals. Contents include: (1) Introduction; (2) Strategy; (3) Performance-Based Funding Metrics; (4) Key Performance Indicators; (5) Enrollment Planning; and (6) Definitions.

The Accountability Plan is an annual report that is closely aligned with the Board of Governors' 2025 System Strategic Plan. This report enhances the System's commitment to accountability and strategic planning by fostering greater coordination between institutional administrators, University Boards of Trustees and the Board of Governors regarding each institution's direction and priorities as well as performance expectations and outcomes on institutional and System-wide goals. Contents include: (1) Introduction; (2) Strategy; (3) Performance-Based Funding Metrics; (4) Preeminent Research University Funding Metrics; (5) Key Performance Indicators; (6) Enrollment Planning; and (7) Definitions.

The Accountability Plan is an annual report that is closely aligned with the Board of Governors' 2025 System Strategic Plan. This report enhances the System's commitment to accountability and strategic planning by fostering greater coordination between institutional administrators, University Boards of Trustees and the Board of Governors regarding each institution's direction and priorities as well as performance expectations and outcomes on institutional and System-wide goals. Contents include: (1) Introduction; (2) Strategy; (3) Performance-Based Funding Metrics; (4) Preeminent Research University Funding Metrics; (5) Key Performance Indicators; (6) Enrollment Planning; and (7) Definitions.

The Accountability Plan is an annual report that is closely aligned with the Board of Governors' 2025 System Strategic Plan. This report enhances the System's commitment to accountability and strategic planning by fostering greater coordination between institutional administrators, University Boards of Trustees and the Board of Governors regarding each institution's direction and priorities as well as performance expectations and outcomes on institutional and System-wide goals. Contents include: (1) Introduction; (2) Strategy; (3) Performance-Based Funding Metrics; (4) Key Performance Indicators; (5) Enrollment Planning; and (6) Definitions.

The Accountability Plan is an annual report that is closely aligned with the Board of Governors' 2025 System Strategic Plan. This report enhances the System's commitment to accountability and strategic planning by fostering greater coordination between institutional administrators, University Boards of Trustees and the Board of Governors regarding each institution's direction and priorities as well as performance expectations and outcomes on institutional and System-wide goals. Contents include: (1) Introduction; (2) Strategy; (3) Performance-Based Funding Metrics; (4) Key Performance Indicators; (5) Enrollment Planning; and (6) Definitions.

The Accountability Plan is an annual report that is closely aligned with the Board of Governors' 2025 System Strategic Plan. This report enhances the System's commitment to accountability and strategic planning by fostering greater coordination between institutional administrators, University Boards of Trustees and the Board of Governors regarding each institution's direction and priorities as well as performance expectations and outcomes on institutional and System-wide goals. Contents include: (1) Introduction; (2) Strategy; (3) Performance-Based Funding Metrics; (4) Preeminent Research University Funding Metrics; (5) Key Performance Indicators; (6) Enrollment Planning; and (7) Definitions.

The Accountability Plan is an annual report that is closely aligned with the Board of Governors' 2025 System Strategic Plan. This report enhances the System's commitment to accountability and strategic planning by fostering greater coordination between institutional administrators, University Boards of Trustees and the Board of Governors regarding each institution's direction and priorities as well as performance expectations and outcomes on institutional and System-wide goals. Contents include: (1) Introduction; (2) Strategy; (3) Performance-Based Funding Metrics; (4) Key Performance Indicators; (5) Enrollment Planning; and (6) Definitions.

The Accountability Plan is an annual report that is closely aligned with the Board of Governors' 2025 System Strategic Plan. This report enhances the System's commitment to accountability and strategic planning by fostering greater coordination between institutional administrators, University Boards of Trustees and the Board of Governors regarding each institution's direction and priorities as well as performance expectations and outcomes on institutional and System-wide goals. Contents include: (1) Introduction; (2) Strategy; (3) Performance-Based Funding Metrics; (4) Key Performance Indicators; (5) Enrollment Planning; and (6) Definitions.

The Accountability Plan is an annual report that is closely aligned with the Board of Governors' 2025 System Strategic Plan. This report enhances the System's commitment to accountability and strategic planning by fostering greater coordination between institutional administrators, University Boards of Trustees and the Board of Governors regarding each institution's direction and priorities as well as performance expectations and outcomes on institutional and System-wide goals. Contents include: (1) Introduction; (2) Strategy; (3) Performance-Based Funding Metrics; (4) Preeminent Research University Funding Metrics; (5) Key Performance Indicators; (6) Enrollment Planning; and (7) Definitions.

The Accountability Plan is an annual report that is closely aligned with the Board of Governors' 2025 System Strategic Plan. This report enhances the System's commitment to accountability and strategic planning by fostering greater coordination between institutional administrators, University Boards of Trustees and the Board of Governors regarding each institution's direction and priorities as well as performance expectations and outcomes on institutional and System-wide goals. Contents include: (1) Introduction; (2) Strategy; (3) Performance-Based Funding Metrics; (4) Key Performance Indicators; (5) Enrollment Planning; and (6) Definitions.

The Accountability Plan is an annual report that is closely aligned with the Board of Governors' 2025 System Strategic Plan. This report enhances the System's commitment to accountability and strategic planning by fostering greater coordination between institutional administrators, University Boards of Trustees and the Board of Governors regarding each institution's direction and priorities as well as performance expectations and outcomes on institutional and System-wide goals. Contents include: (1) Introduction; (2) Strategy; (3) Performance-Based Funding Metrics; (4) Preeminent Research University Funding Metrics; (5) Key Performance Indicators; (6) Enrollment Planning; and (7) Definitions.

The Global Partnership for Education (GPE) has made a commitment to support the multistakeholder pledge made at the second Global Refugee Forum to ensure every child living as a refugee realizes their right to a quality education and is included in national education systems that are adequately supported to cater to the needs of every child, both from the host community and those living as refugees. A holistic approach is needed to transform education systems to be truly inclusive for those children. UNICEF Innocenti (2023) highlights areas of policy and practice which are especially relevant for their inclusion within education systems, irrespective of their gender, nationality or disability status. Within this framework, there are 10 dimensions that affect the level of inclusion within an education system, including legal frameworks, type of school, system financing, social protection, school infrastructure, teachers, curriculum, language of instruction, assessment and certification, and education data systems. This tool--which is intended to be used by GPE Secretariat country teams and partner countries--highlights ways to address dimensions of the above framework within the policy dialogue on partnership compacts (which identify partner countries' priority reforms), GPE-funded grants and broader education sector dialogue. This document is organized by selected priority areas drawn from the GPE 2025 strategy, preceded by one overarching consideration. The areas are: (1) Policies and financing; (2) Data systems; (3) Access; (4) Learning, including early learning; and (5) Quality teaching. Gender equality and intersecting vulnerabilities are considered throughout.

The Federated States of Micronesia National Department of Education (FSM NDOE) requested support from the Region 18 Comprehensive Center (R18CC) to build National and State-level knowledge of effective practices in bilingual and multilingual education. This scan offers an overview of evidence-based practices for implementing and evaluating the effectiveness of bilingual and multilingual education programs. The scan assumes that bilingual/multilingual education programs are based on the goals of two-way and immersion programs that may also accommodate heritage learning. It first begins with a brief overview of definitions of major terms utilized through the document, and then moves to discuss the following components of program implementation: (1) Program Planning and Implementation; (2) Educator Quality and Pedagogic Practice; (3) Engaging Families and Communities; (4) Assessment, Accountability, and Evaluation.

Evidence shows that children's early years are a crucial time for their development. Well-designed early childhood education (ECE) experiences can foster meaningful gains in school readiness, as well as long-term benefits such as lower rates of special education placement and higher graduation rates. The quality of early education is highly dependent on sufficient preparation and support for early educators to meet the needs of diverse young learners. Research has identified high-quality coaching as an effective professional learning practice for supporting educators in the implementation of evidence-based practices. According to the research, effective coaching relies on a strong partnership between coaches and educators; reflection and individualized feedback; focused observations; intentional coaching plans to guide sessions; and job-embedded learning opportunities for active learning. Well-qualified coaches with knowledge of specific coaching models and practices, general coaching and consultation skills, and knowledge of early childhood development and teaching are critical as well. This report examines five early childhood coaching systems--two state systems (Alabama and Washington) and three California county systems (El Dorado, Fresno, and San Diego)--that have developed systemic coaching approaches. The researchers studied these coaching systems to understand the different ways that comprehensive coaching systems can be implemented at scale, the types of coaching approaches used, and the supports offered. Although there is no singular strategy to scale effective coaching, this research provides insights for policymakers and program administrators seeking to incorporate coaching into their efforts to improve the quality of early childhood education.

This report is the third in a series that unpacks the barriers to access that families face, the variety of solutions that navigation organizations have developed, and the challenges that limit the reach and impact of those solutions. This series offers recommendations for how to help navigators address these challenges and support more families and students. Navigation organizations lack access to information on learning options and must often collect it themselves. Several challenges contribute to the lack of information available on the quality of learning options, beginning with the lack of consensus regarding what constitutes a "quality" education. This report discusses the importance of providing families with guidance on options that best match students' needs. More and better data on learning options is necessary, and there are ways that funders, intermediaries, researchers, and policymakers can help. Accreditation systems and input metrics can build the foundation for more robust measures. Tailored approaches to measure the quality of providers could surface new, valid, and reliable measures for others to adopt. Over time, improvements to data would allow navigators, families, and the field to better understand the learning options that best support students' success.

Among the many inequalities associated with racial segregation in schools, one notable disparity is the unequal access to experienced teachers. Schools with high proportions of Black or Latinx students have a disproportionate share of inexperienced teachers, both throughout the nation and in California specifically (Clotfelter, Ladd, & Clifton, 2023; Darling-Hammond, 2004; Goldhaber, Lavery, & Theobald, 2015; Knight, 2019; Learning Policy Institute, 2023; Shields et al., 1999). State-level policies and analyses in California have addressed the racial distribution of teacher experience, including the State's release of three annual reports in 2015, 2016, and 2017 titled, "California State Plan to Ensure Equitable Access to Excellent Educators." This study analyzes seven years of the most recent publicly available data from California's public schools, focusing on the relationship between student race and teacher experience. The authors categorized teacher experience in various ways: identifying teachers as "novices" based on 1, 2, or 3 years of teaching experience, and calculating the average and median years of experience at each school. Segregation was assessed from multiple angles by grouping schools based on their racial composition in six different ways, including categories such as "majority non-white" and "90% or more underrepresented minorities" that measure varying degrees of racial concentration. It also presents a regression model to investigate whether the relationship between teacher experience and racial composition holds when taking into account other variables, such as poverty status. The multiple ways of assessing the relationship all point to a discouraging conclusion: California continues to maintain a system of segregated schools that are separate and unequal in terms of teacher experience. The remainder of this report details and provides context for these findings. It concludes with a discussion of several possible ways to address the inequitable distribution of teacher experience in California.

This document includes the "FY 2023 Annual Performance Report" (APR) and "FY 2025 Annual Performance Plan" (APP). The APR provides narrative and data on the Department of Education's (Department's) progress toward the strategic goals and objectives outlined in its "Fiscal Years [FYs] 2022-2026 Strategic Plan" (ED625432), and the APP details the Department's planned strategies and activities to achieve those strategic goals and objectives.

Assessing instruction quality is a fundamental component of any improvement efforts in the education system. However, traditional manual assessments are expensive, subjective, and heavily dependent on observers' expertise and idiosyncratic factors, preventing teachers from getting timely and frequent feedback. Different from prior research that focuses on low-inference instructional practices, this paper presents the first study that leverages Natural Language Processing (NLP) techniques to assess multiple high-inference instructional practices in two distinct educational settings: in-person K-12 classrooms and simulated performance tasks for pre-service teachers. This is also the first study that applies NLP to measure a teaching practice that has been demonstrated to be particularly effective for students with special needs. We confront two challenges inherent in NLP-based instructional analysis, including noisy and long input data and highly skewed distributions of human ratings. Our results suggest that pretrained Language Models (PLMs) demonstrate performances comparable to the agreement level of human raters for variables that are more discrete and require lower inference, but their efficacy diminishes with more complex teaching practices. Interestingly, using only teachers' utterances as input yields strong results for student-centered variables, alleviating common concerns over the difficulty of collecting and transcribing high-quality student speech data in in-person teaching settings. Our findings highlight both the potential and the limitations of current NLP techniques in the education domain, opening avenues for further exploration.