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Since the 1990s, there has been a growing demand for evidence-based education policy and practice. This demand stems from concerns that education systems are not meeting the needs of a changing world and that education research lacks rigor. While this demand aims to improve the quality of education, silos between different actors often hinder how evidence informs policymaking. We encourage researchers to use a collaborative research approach by involving multiple education actors in the research process to close the gaps between research, policy, and practice. This paper is the third 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. Together, the three working papers emphasize the need for more locally driven collaborative research on how the interaction of culture, local education ecosystems, and learning theories--collectively called Invisible Pedagogical Mindsets--influences teachers' pedagogical choices in the classroom. Primarily intended for education researchers, Working Paper III advocates the use of collaborative research approaches to actively include multiple education actors in the research process, foster complementary relationships between actors with different expertise, and make research findings more relevant and responsive to the local education ecosystem. The paper has three parts that discuss the need for flexible research approaches to inform policy given the complexities of education decision-making, the importance of communication and dissemination, and how collaborative research can bridge the gaps between research, policy, and practice. The paper concludes by looking at the ongoing work of the SPARKS project at the Center for Universal Education and how collaborative research can contribute to education systems transformation.

Franchised provision of higher education has been under the spotlight in recent times. Without shying away from the challenges faced by those delivering successful franchise arrangements, this paper shows how important franchising can be in extending access to higher education. The authors explain what protections need to be in place to ensure franchise arrangements work out for students. They end with clear recommendations to encourage more collaboration between franchisors, franchisees and regulators, such as the Office for Students.

The uncertainty and disruption imposed by the COVID-19 pandemic are so extensive that they will far outlast the pandemic itself. It is difficult to scale leadership development when staff is constantly shifting and leaders are struggling just to keep up with the day-to-day challenges of their work and personal lives. HR and L&D (learning and development) professionals need tools and solutions that allow them to access research-backed content and deliver transformational development experiences across the enterprise. A strong leadership development partner can stay on top of the latest research and trends, anticipate needs, and help pivot quickly to scale large organizational changes in the timeframe needed. The key to successfully scaling leadership development is devising a strategy at the outset. Once the strategy is secured, it is imperative to have the processes and the talent in place to support the initiative and to be able to execute rapidly. When scaling leadership development, it's essential to focus on the following 3 principles presented in this white paper: (1) PLAN Your Leadership Strategy; (2) PROVIDE Access to Relevant & Flexible Leadership Content; and (3) LEVERAGE Internal and External Talent.

Stronger connections are needed between employers and higher education, however, questions abound about how best to work in partnership. Stemming from various conversations with members of the higher education and employer communities, this Occasional Paper provides tips for fostering successful partnerships and collaboration. Three lessons learned from successful employer and higher education partnerships are introduced: the importance of context, tips for sparking conversation between faculty and employers, and which questions to ask one another to find common values and deeper understanding. We hope you consider some of the tips and possible conversation foci presented in this guide as you engage in relationship building and find them useful in your employer partnerships. [For "Co-Designing Assessment and Learning: Rethinking Employer Engagement in a Changing World. Occasional Paper #39," see ED598871.]

Since the introduction of workplace computers in the 1970s, policymakers have been racing to outpace the workforce demands of the information age. To address concerns, policymakers have promoted an expansion of skills training to help workers keep up in the changing economy. Because the way people learn, work, and live is transforming, so should public policy. For these reasons, the time is now to boldly reimagine a workforce system that ensures equitable employment outcomes, not just matching skills with any job. This report calls for a workforce redesign and proposes building a new future-proof Workforce Equity Trust Fund (WETF) that will enshrine fundamental workforce protections into law. Specifically, this report offers four policy pillars to help frame and support building a new workforce equity system: (1) Broaden the share of economic risks by requiring employers of a certain size to pay into the WETF; (2) Make standard and portable a suite of wraparound services and employment benefits for every worker through the WETF; (3) Improve workforce analytics by creating an accountability dashboard for multiple measures of job quality; and (4) Govern the WETF by a multi-stakeholder partnership comprising business, labor, and the public. This report provides the theoretical framing for placing equity concerns at the center of policymaking in workforce development. It also offers the conceptual underpinnings necessary to replace the norms that currently govern workforce development with a corresponding set of equity-focused policy and performance indicators.

Like numerous others before us, we argue that the educational research community would be well served by a mutually created cyberinfrastructure that encourages and supports engagement by multiple design-based researchers in working toward answers to important theory-driven research questions, moving our field toward a "bigger science" approach. We reach out to members of the educational research community to join with members of other relevant fields, such as computer science, to design, build, support and participate in a mutually established cyberinfrastructure and user community to support design-based research. We seed the discussion by offering a concrete initial proposal to illustrate the possibility of implementing this idea. [For the companion report, "Product Discovery Report for a Visual Data Management System. WCER Working Paper No. 2018-15," see ED593637.]

This paper was written in 2018 by NCWD/Youth [National Collaborative on Workforce and Disability for Youth] to inform the development of the Guideposts for Success 2.0, an update to the original Guideposts for Success published in 2005. Since it was created in 2005, the Guideposts for Success has become nationally recognized as a valuable research-based framework to inform policies and practices designed to prepare and support youth in transition to adulthood. In 2012, NCWD/Youth began an in-depth process aimed at updating the Guideposts for Success to reflect the latest research studies and current professional standards of practice for supporting youth in transition to adulthood across multiple service systems and sectors. The process included reviewing literature related to youth transition from multiple disciplines.

EPortfolios can showcase students' learning progression, achievements, and abilities through the purposeful collection of their work. The implementation of ePortfolios within curricula can also demonstrate institutional accountability and serve as primary evidence for accreditation. The authors explore the current available ePortfolio platforms that are utilized in academic settings. They developed a set of evaluation matrices to review current ePortfolio platforms, consisting of (a) learning activities/goals, (b) competency tracking, (c) collaboration ability, (d) access, (e) user-friendliness, (f) customization, and (g) retrospection/concept mapping. Although no ePortfolio platform satisfies all these criteria completely, each possesses individual advantages that make it uniquely useful in particular academic situations. The authors provide a rubric to guide faculty or administrators when choosing an ePortfolio platform, which considers the platform's purpose and how it will be integrated into existing curricula. [This work is supported by the Academic Innovation Funds sponsored by the Office of Academic Innovation at the University of Michigan.]

This occasional paper is the sixth in a series on the National Quality Framework (NQF). It examines trends in quality improvement from the perspective of services rated Working Towards National Quality Standard (NQS) under the 2012 NQS. In this paper, a service is considered to have improved its quality at reassessment where it: (1) receives a higher overall quality rating; (2) receives a higher rating in a quality area; and (3) meets a higher number of elements of quality. Qualitative analysis suggests primary drivers of quality improvement include the recruitment and retention of highly trained educators that have a good understanding of the NQF, delivering education and care under the direction of high quality service leadership. Case studies describing quality improvement practices that were evident during reassessment have been included in this paper. These case studies are intended to aid and support the process of continuous quality improvement and the ongoing development of quality improvement plans (QIPs).

At some future point, when a definitive history of the assessment movement is written, one of the most frequently cited, influential publications will be "Assessment Update" ("AU"). Since 1989, this bimonthly newsletter has been published by Jossey-Bass in partnership with Indiana University-Purdue University Indianapolis (IUPUI). It is no coincidence that the two most frequent contributors to "AU," Trudy Banta--"AU"'s founding editor and intellectual muse--and Peter Ewell, are also among the most prolific thinkers and writers shaping the scholarship and practice of student learning outcomes assessment. In this featured NILOA occasional paper, Banta and Ewell with the assistance of Cynthia Cogswell mine the pages of "AU" between 2000 through 2015 to distill the major themes and advances that characterize the evolution of assessment as a field of professional practice. [Foreword by George D. Kuh.]

Students need to develop a variety of critical thinking and interpersonal skills in order to contribute successfully to today's increasingly globalized world. The Office of the Provost at the University of Michigan has implemented a plan known as Transforming Learning for a Third Century (TLTC) as part of its broader Third Century Initiative. This plan aims to foster development of such skills, with special emphasis on five distinct learning goals: (1) Creativity; (2) Intercultural engagement; (3) Social/civic responsibility and ethical reasoning; (4) Communication, collaboration, and teamwork; and (5) Self-agency, and the ability to innovate and take risks. The intercultural engagement goal is focused on fostering students' understanding of the role of values and culture in driving decisions, and supporting students as they develop the flexibility to work with others who have different values. More so than any previous generation, it is important for the University of Michigan to offer students opportunities to practice communicating and working with others from many different cultures and background experiences in intelligent, productive, and respectful ways. Aligned with previous TLTC Occasional Papers, this paper begins with a discussion of what intercultural engagement means and how it is conceptualized in the literature, followed by a discussion of the importance of this goal for student development. A summary of different approaches to promote intercultural engagement will then be offered. This paper concludes with an examination of how to assess these skills with an emphasis on choosing appropriate measures.

Technology has revolutionized corporate learning and leadership development. The number of organizations that use learning management systems is higher than ever before, and thanks to massive open online courses (MOOCs), small private online courses (SPOCS), microlearning, nanolearning, and other new media learning platforms, digital learning and training is at an all-time high. Many learning and leadership development professionals, however, still consider expensive, face-to-face, instructor-led training preferable to digital learning. This paper will explore six strategies from the Center for Creative Leadership (CCL®) that talent leaders can leverage to make digital learning initiatives more effective within their organization. When properly designed, delivered, and evaluated, digital learning initiatives can change a company's corporate culture, improve employee engagement, and increase retention. On the flip side, if done poorly, digital learning initiatives can end up as meaningless corporate activities. The six strategies explored in this paper are addressed under the following headings: (1) Less is More; (2) Support from the Top; (3) Learner-Centered Design; (4) Leaders as Teachers; (5) Learning Partnerships; and (6) What Gets Measured Gets Done.

Students need to develop a variety of critical thinking and interpersonal skills in order to contribute successfully to today's increasingly globalized world. The Office of the Provost at the University of Michigan has implemented a plan known as Transforming Learning for a Third Century (TLTC) as part of its broader Third Century Initiative. This plan aims to foster development of such skills, with special emphasis on five distinct learning goals: (1) creativity; (2) intercultural engagement; (3) social/civic responsibility and ethical reasoning; (4) communication, collaboration and teamwork; and (5) self-agency, and the ability to innovate and take risks. The TLTC learning goal, Creativity, focuses on developing educational opportunities to foster students' creative processes and capacities to create new works and ideas. This goal also seeks to promote an understanding that creativity is not a rare gift to the few, but a fundamental human trait that can be developed and expanded. This paper begins with a review of the various ways in which creativity has been conceptualized and a discussion of the importance of creativity. It then goes on to briefly summarize different approaches to fostering creativity among students and ends with a discussion on how to assess creativity, with an emphasis on choosing appropriate measures.

Universities across Europe are calling for a more student-centred, inclusive university environment bringing together all actors of the university community, while also implementing measures to achieve such a cultural shift. Members of the EUA [European University Association] Learning & Teaching Thematic Peer Groups are -- each based on their own perspective and experience -- advocating for such a shift because it is seen as a necessity. This paper highlights common and overarching conclusions and considerations present in the work and reports of these Thematic Peer Groups, while also drawing on other studies and reports concerned with learning and teaching.

This report summarizes findings from one component of the Consortium for Policy Research in Education's (CPRE) evaluation of the General Electric Foundation's (GEF) "Developing Futures"™ in Education program in Jefferson County Public Schools (JCPS). As described in the CPRE proposal and research design, the purpose was to closely analyze district capacity to support system-­wide instructional improvement. Specifically, this phase focused on a single, overarching question: to what extent has the district central office adopted and institutionalized the core principles of "Developing Futures"™? To answer this question, this evaluation assesses the Jefferson County Public School District's progress in scaling up and institutionalizing seven core elements of "Developing Futures"™. They are: (1) Internal constituency engagement; (2) External constituency engagement; (3) Curriculum and instruction; (4) Professional development for instruction; (5) Professional development for leadership; (6) Management capacity; (7) Evaluation. Based on a thorough review of the research and evaluation literature, a set of indicators was constructed to allow the research team to determine the extent to which there was evidence of effective practice in each of these seven areas. Results indicate that JCPS has made significant progress in curriculum standardization instructional vision setting and formative assessment.

Social capital refers to the attributes and qualities of family, social and community networks that facilitate cooperation between individuals and communities. The quality of these networks and the extent to which individuals are engaged with them are believed to have an impact on the educational and social development of children and young people. Some evidence suggests that the influence of community networks can even help to offset some of the effects of socioeconomic disadvantage. Its intangible nature makes measuring social capital difficult. Measuring the social capital of young people is even more difficult because people tend to focus on the social capital of their parents and pay less attention to that of young people. This briefing paper discusses how young people's social capital can be examined using the Longitudinal Surveys of Australian Youth (LSAY). The paper is divided into four sections. In the first, the author looks at two social capital frameworks to clarify the various themes and complexities associated with social capital. In the second section he draws on these frameworks to assess the suitability of using data from LSAY to investigate social capital and its relationship to youth transitions. The next section summarises other social capital-related research that has used LSAY data. Finally, he draws some conclusions and makes some recommendations for future directions for LSAY in this area. Appended are: (1) Social Capital Questions, 2004-05; and (2) Social Capital and Social Capital-Related Questions. (Contains 2 figures, 3 tables and 1 footnote.)

The rapid proliferation of technology can have profound effects on the evolution of teaching, learning, scholarship, and governance in higher education (Katz, 2008). However, instructors report that simply "keeping up" with new instructional technologies, let alone integrating them productively into one's teaching, can be a significant challenge (Sorcinelli, Austin, Eddy, & Beach, 2006; Zhu, Kaplan, & Dershimer, 2011). This Occasional Paper describes how instructors at the University of Michigan are currently using online collaboration tools (hereafter OCTs) in a variety of disciplines and teaching contexts to enhance student engagement and course management. Based on these cases and faculty interviews, the authors also outline recommendations for implementing OCTs effectively and efficiently in teaching.

The purpose of this exploratory study was to identify and describe some of the dimensions of scientific collaborations using high throughput computing (HTC) through the lens of a virtual team performance framework. A secondary purpose was to assess the viability of using a virtual team performance framework to study scientific collaborations using HTC. The authors chose to study two scientific collaborations, IceCube and the "Laboratory for Molecular and Computational Genomics" (LMCG), that differed across a number of characteristics such as membership size, research purpose, and range of scientific disciplines. The authors adapted an IPO ("input-process-output") framework developed from a synthesis of virtual team performance studies (Powell et al., 2004), using it as the basis for their analysis of virtual teams using HTC. The IPO model offers unconstrained conceptual categories, facilitating an exploratory approach to specifying the dimensions of virtual team performance. The virtual team performance framework appears to be a viable tool for studying collaboration in distributed cyberinfrastructure teams. The responses of focus group participants fit within IPO framework categories, with the exception of "communication" and "cohesion". The group discussions related to communication and cohesion focused on communication technologies, coordination, and culture rather on the specifics of communication and cohesion in the team. It is possible that the retrospective character of focus group discussion is not conducive to capturing these elements; observation of group processes over time and in different settings might be more promising. Two new subcategories emerged within the design category: leadership and membership size. However, more research is needed to expand and eventually validate key performance dimensions across various types of teams. This work demonstrates some potential application to education reform. HTC is an extremely fault-tolerant system--that is, it performs well without significant human intervention or interaction--and school district systems such as data warehousing, accountability reporting, video encoding or re-encoding, and analytics (e.g., business intelligence in dashboards) need to be fault-tolerant and update regularly. One of the challenges facing districts is that their current infrastructure designs are outmoded, while at the same time they have a growing need to implement longitudinal data systems to collect, manage, and use student, school, and teacher data (Thorn, Meyer, & Gameron, 2007). HTC has the capacity to handle the demands for parallel processing and robust systems--core aspects of sound education infrastructure. Focus Group Protocol is appended. (Contains 1 figure, 5 tables and 4 footnotes.) [Additional funding for this paper was provided by the Children First Fund: The Chicago Public Schools Foundation and the New York City Teacher Data Initiative.]

The overall economic well-being of U.S. rural communities is on the decline. Rural America is now dependent on a highly diversified economy, and its problems will not be resolved through improved farm income alone. Various weaknesses in rural development policies must be addressed. The narrow policy focus on attracting manufacturing industries to rural areas has hindered needed economic restructuring and helped only a few communities. In many rural areas, aging infrastructures have been neglected, and modern telecommunications systems are not available. Years of selective outmigration have left rural areas short of human capital, and financial capital sources are inadequate in rural areas. Four existing policy options are described, and an approach that brings all four together into one comprehensive policy is advocated. A collaborative funding effort implemented by regional councils composed of a collaboration of stakeholders is recommended in place of the previous approach of pouring money into just one agency. The Colorado Rural Revitalization Program (CRRP) is described and presented as an effective model for rural economic development. A six-step blueprint for policy formation, implementation, and evaluation is based on identifying public preferences and implementing a stakeholder model with an evaluation-feedback cycle. Contains 17 references. (TD)

What do you want to accomplish? Whatever it is, you need money to do it, and on most campuses, the biggest source of funding is enrollment-related revenue from students. Yet, interestingly, perhaps because most chief executives are more familiar with fundraising, opportunities to strengthen enrollment revenue often receive less attention than major donors. This paper is designed to help bridge this gap. In 10 succinct points, readers who know and understand fundraising will learn how to easily transfer that knowledge to understand the enrollment revenue stream. You'll see how you can work more closely with your enrollment team to exert greater influence over enrollment, its revenue, and strategic enrollment planning. After reading this paper, the hope is that you will: (1) Gain a better understanding of how to manage enrollment to accomplish strategic institutional goals; (2) Know where your support and leadership is crucial to your enrollment team; and (3) Identify ways to exert more influence over enrollment-related revenue.

Disciplines codify related knowledge and have developed powerful approaches that enable both solutions to a wide variety of problems and efficient further extension of knowledge. Individual disciplines have translated into individual departments within universities. Academic departments tend to turn inward, deepening the knowledge within the discipline. Because of this inwardness, the differing methodological approaches among disciplines, and the reward systems within disciplines and universities, it is difficult for faculty to reach outside their disciplines and departments, so as to share knowledge and/or mine knowledge at the intersections of disciplines. However, world needs and opportunities are increasingly complex and require integrated, in-depth contributions from multiple disciplines for progress. Means for universities to encourage and facilitate multidisciplinary activities include organizational structure, incentive budgeting, and leadership and resources that enable directors of multidisciplinary units to negotiate effectively with academic department chairs. Major competitive initiatives involving large resources have proven particularly effective. New universities have opportunities for multidisciplinary research and teaching that would be much more difficult within existing universities. Today's university graduates must be able to work effectively with persons from other disciplines and understand enough of the basic vocabulary and methodologies of other disciplines to enable that collaboration. A liberal undergraduate education addresses those needs, where the definition of "liberal" encompasses courses reflecting many different disciplines, including the natural sciences and even some engineering. Professions are properly placed at the graduate level, built upon a foundational liberal education. Engineering should join the other professions by changing to that structure. (Contains 23 endnotes.)

Universities in Latin America and in the Caribbean (LAC), and throughout the world, are facing one of the most challenging eras in their history. Globalization presents many important opportunities for higher education, but also poses serious problems and raises questions about how best to serve the common good. The traditional values of universities are still valid (autonomy, academic freedom, research, students' work, assessment), but they should be viewed within the context of new global norms. Until the decade of the 80s, public Higher Education (HE) with institutional and academic autonomy, had predominance in the region over the private education. At the end of the 80s and beginnings of the 90s, globalization meant neoliberal strategies. This implied replacing the typical policies of the "Welfare State", for others of reducing funds to public services and privatization of them. These market strategies had an impact in the increasing privatization of HE and in the deterioration of public universities, due to the lack of appropriate financing among other factors. In spite of this, during the 90s HE grew a great deal. HE reforms in LAC in the last two decades, have been oriented towards the satisfaction of an increasing demand according to World Bank policies and in much lesser degree to the policies recommended by the United Nations Educational, Scientific and Cultural Organization (UNESCO) in the World Conference on Higher Education (WCHE) (1998). Because of it, these transformations are mainly counter-reforms and not the needed reform of the national public university. This essay provides an outline of the major challenges facing universities throughout the world. This then gives context to a discussion on current policy reforms and the future of higher education in Latin and Caribbean nations where enrollment and program growth is robust. This includes: cooperation in networks as an alternative to competition; open content and open knowledge versus privatization and marketing visions of new providers of for-profit higher education; new participative instruments of management, evaluation and accreditation; research aimed at global and local needs simultaneously; a sustainable development vision in order to achieve the millennium goals should be incorporated to curriculum as well as studies on multiculturalism and diversity. A bibliography is included. (Contains 10 endnotes.)[Minor changes have been made to this abstract to comply with ERIC guidelines.]

Historically, the UK system has been one of the most successful in combining excellence with access. However the favorable conditions that British universities and colleges have enjoyed in recent years, associated in large part with the introduction of higher tuition fees in 2006, are coming to an end. British universities and colleges face a future of static or even falling local demand, increasing local and international competition, severe public and private expenditure constraints, increased regulation, and greater difficulties in aligning costs with income. In the first instance, these pressures are likely to lead to increased collaboration, often in the form of mergers, where a stronger institution absorbs a weaker partner. In the medium to longer term, the creation of much sharper differences between institutions, and an even more pronounced hierarchy, seem probable. As well as setting back access, these developments (if they occur) will have very adverse consequences for the cohesion, health and standing of UK higher education. (Contains 8 notes.)

Educators must work together to ensure that every American young person has access to the skills and experiences needed to become a full participant, can articulate their understanding of how media shapes perceptions, and has been socialized into the emerging ethical standards that should shape their practices as media makers and participants in online communities. A central goal of this report is to shift the focus of the conversation about the digital divide from questions of technological access to those of opportunities to participate and to develop the cultural competencies and social skills needed for full involvement. Schools as institutions have been slow to react to the emergence of this new participatory culture; the greatest opportunity for change is currently found in afterschool programs and informal learning communities. Schools and afterschool programs must devote more attention to fostering what we call the new media literacies: a set of cultural competencies and social skills that young people need in the new media landscape. Participatory culture shifts the focus of literacy from one of individual expression to community involvement. The new literacies almost all involve social skills developed through collaboration and networking. These skills build on the foundation of traditional literacy, research skills, technical skills, and critical analysis skills taught in the classroom. The new skills include: (1) Play; (2) Performance; (3) Simulation; (4) Appropriation; (5) Multitasking; (6) Distributed Cognition; (7) Collective Intelligence; (8) Judgment; (9) Transmedia Navigation; (10) Networking; and (11) Negotiation. (Contains 81 sources.) [This paper was written with Katie Clinton, Ravi Purushotma, Alice J. Robison, and Margaret Weigel.]

The Higher Education Center's 2002 publication "Preventing Violence and Promoting Safety in Higher Education Settings: Overview of a Comprehensive Approach," outlines a framework for addressing a broad array of violence issues in college and university communities. This document outlines specific considerations in applying this approach to the issue of hazing. Campuses are diverse settings, and there is no "model" hazing prevention initiative that will work at every institution. Accordingly, the Center recommends a set of "principles" and a "process" that campus and community members can use to collaborate on issues like hazing. This approach allows planning groups to create a hazing initiative that is tailored to their campus circumstances and to the needs of specific groups that may experience hazing. Based on the Center's framework, the following key actions are recommended for creating a comprehensive hazing initiative: (1) Identify and address multiple contributing factors; (2) Conduct a "local" analysis; (3) Include prevention, early intervention, and response components; (4) Use multiple, coordinated, and sustained strategies; (5) Make sure programs, policies, and services are coordinated and synergistic; (6) Ensure that each component of the initiative has clearly defined goals and objectives that are informed by data and research; and (7) Build Collaborations.