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Multi-campus public higher education governance systems exist in 44 of the 50 U.S. states. They include all the largest and most influential public colleges and universities in the United States, educating fully 75 percent of the nation's public sector students. Their impact is enormous. And yet, they are largely neglected and as a tool for improvement are underutilized. Meanwhile, many states continue to struggle achieving their goals for higher education attainment, social and economic mobility, workforce development, equitable access and affordability, technological innovation, and human and environmental health. The dearth of scholarly research on these systems and their more effective use is explored in a forthcoming volume edited by the author. This paper extracts from that volume a set of specific ways in which systems can leverage their unique ability to use scale in service to their mission.

Former Vice-Chancellor, Professor Sir Chris Husbands responds to the financial and policy challenges facing the English higher education by sketching out four different plausible futures: Scenario 1: The evolution of the present; Scenario 2: Delivering the 2010 vision; Scenario 3: A place-based tertiary system; Scenario 4: A differentiated system. All four Scenarios confront difficult challenges, but they are designed to help university leaders as they wrestle with strategic and budgetary planning and as they consider the future development of the whole higher education sector.

Even though equity has become a hot topic, the pathway to making it a reality has not necessarily become clear. The national agenda on race, racial equity, and dealing with COVID-19 has pushed the challenge of equity to the front and center for schools. This pressurized moment in history has raised important questions: (1) What are the steps to an effective equity journey? and (2) What are the standards and targets to guide the pursuit of equity outcomes? What are the conditions for success in an effective, equitable district? What are the capacities and practices of equitable leaders and practitioners? This paper will highlight a few resources that may be helpful and will refer to many others. There are multitudes of resources available today to support equity development on a personal, organizational, institutional, and societal level. [The paper was prepared with the Center for Understanding Equity.]

Change moves fast, and organizations can struggle to keep up. Mergers and acquisitions create new organizations, and managerial charts flatten, with fewer layers of administration in the middle causing people to be expected to do more with less. The optimal way to achieve critical outcomes is by scaling development opportunities across the entire organization. The following 3 key strategies outlined in this paper will help more quickly achieve concrete results, future-proof the organization, and drive an inclusive culture of learning: (1) Plan your leadership strategy; (2) Provide access to relevant content; and (3) Leverage internal and external talent.

This article is a follow-up to a recent ROPS [Research & Occasional Paper Series] article on strategic budgeting at colleges and universities. In recent years, several colleges and universities have explored alternative strategies for developing operating budgets. In part, this exploration was driven by the desire for transparency among various constituent groups and the need to tie budgeting to campus strategic planning. While developing a new budgeting process can be a very intense and involved process, the ability to implement a new budget process requires the same level of commitment and involvement. A successful implementation process involves an effective communication process combined with training and the commitment of senior campus leadership.

In recent years a number of colleges and universities have explored alternative strategies for developing operating budgets. In part this exploration was driven by the desire for transparency among various constituent groups and the need to tie budgeting to campus strategic planning. With the advent of declining federal and state support, along with changing student demand, the need for a more strategic approach to budgeting has gained momentum. This paper highlights the various budgetary approaches currently in use and provides examples of their application in a variety of university settings. Particular emphasis is given to the process by which universities develop new models.

The University of Southern California (USC) transformed its undergraduate education program by making it a top priority in its strategic plans for the last two decades. The undergraduate experience was thoroughly studied and findings were used to determine what needed to be changed to improve the educational experience for students in and outside of the classroom. The institution has spent over $1.5B to hire new faculty to teach undergraduates, construct new residential colleges and renovate older ones (all led by tenured faculty), and build a new health center, campus center, and spaces in the USC College and professional schools dedicated to undergraduate academic programs, support services, and co-curricular programs. The key to the transformation was leadership provided by its late President Steven B. Sample and the university leaders he recruited to take on this big challenge. The team was focused and empowered to make administrative and academic changes, in concert with deans and faculty leaders, and given resources to turn thoughts, dreams and hopes into reality. The results are clear and demonstrate that institutions can improve undergraduate education by making it a high priority, allocating resources to recruit and hire outstanding faculty, and expand and improve programs, activities and facilities that directly serve undergraduates.

We explore the recent undertaking in El Salvador to establish the country's first industry-higher education clusters in four economic sectors critical to growth and competitiveness: (1) information and communication technology; (2) light manufacturing; (3) energy and energy efficiency; and (4) agroindustry and food processing. These clusters take a systems approach to aligning higher education institutions (HEIs) with the talent and research needs of the private sector. Under the United States Agency for International Development's "Higher Education for Economic Growth" project, RTI International designed and facilitated a three-phase, 10-step process, beginning with the careful and transparent selection of sectors, followed by early engagement of key stakeholders, to form clusters and establish formal structures necessary for sustained multisector dialogue. The discourse ultimately culminated in the creation of data-driven strategic and operational plans guiding cluster actions. This paper documents this detailed process and highlights early successes and challenges observed. Finally, learnings and insights are also offered for those wishing to undertake a similar systems-level approach to collaboration between HEIs and industry with the goal of producing tangible, sector-level economic benefits.

A 1966 University of California academic plan estimated that future enrollments would soar to well over 200,000 before leveling off, and that by 1975 student demand would require two more UC campuses in addition to the ones opened a few years earlier at Santa Cruz, Irvine, and San Diego. The 1970 US census brought these stratospheric assumptions down to earth. Its projections of declining numbers of college-age students into the next decade and beyond, combined with the shock of unfavorable academic market and budgetary trends, became the starting point for an ambitious new UC planning endeavor. The intent was to improve long-range decision-making on the size, quality, and academic balance of the University. The strategy was to ensure that planning led budgeting; that campus academic plans were systematically reviewed at the university-wide and Regental level; and that fiscal realities disciplined planning at all levels. Two UC presidents led this experiment in multi-campus system planning. Charles J. Hitch (1968-1975) had revolutionized planning and budgeting at Robert S. McNamara's Department of Defense before coming to UC. David S. Saxon (1975-1983) brought a deep knowledge of the University and its culture gained through long experience as a faculty and administrative leader at UCLA. Despite differences in background, perspective, and approach, both shared the same goal: to create a truly university-wide plan that harmonized campus ambitions with the broader aims of the University as a whole and with the coming constraints on growth. This paper considers the context, assumptions, and forces that shaped, and then reshaped, the planning directions UC chose at the end of the golden age of the 1960s. A bibliography is included.

The digital revolution and automation are accelerating changes in the labour market and in workplace skills, changes that are further affected by fluctuations in international and regional economic cycles and employment opportunity. These factors pose a universal policy challenge for all advanced economies and governments. In the workplace, people seek to acquire contemporary and relevant skills to gain employment and retain transferable skills to maintain employment. The central purpose of this paper is to investigate how other nations or regions are dealing with these issues. What approaches are they taking to understanding the mix and dynamics of the skills attained by individuals and, more broadly, the totality of skills that in aggregate constitute a highly capable and adaptable labour force, one that supports firm viability and greater national productivity. This research has examined a range of initiatives and approaches being developed or in use in selected countries, including the United States, Singapore and New Zealand, and agencies/organisations; for example, the European Commission and the Skills for the Information Age Foundation. In doing so, it showcases the good practices used to ensure that occupational-level skills information remains current and widely accessible. [For "Identifying Work Skills: International Case Summaries. Support Document," see ED579875.]

Advanced information, communication, computation and collaboration technologies, known as "cyberinfrastructure," have become essential elements for research, education, and innovation in the 21st century. A major challenge confronting the United States today is how to ensure that all colleges and universities, including those that have not traditionally benefited from leading-edge research infrastructure, can participate seamlessly in national and multinational cyberinfrastructure-enabled efforts. The minority-serving-institution community has unique expertise, knowledge, and resources to share. Western leaders from the fields of science, education and cyberinfrastructure recognize an urgent need for action. Participants in the 2006 "Lariat Summit on Minority Institutions and Cyberinfrastructure in the West" gathered in Bozeman, Montana to develop strategies and recommendations for connecting minority-serving institutions in the West to national advanced cyberinfrastructure. This document is a first step towards developing both the will and the resources to ensure that minority-serving institutions are among the "connected" institutions in the Western states of Alaska, Arizona, California, Colorado, Hawaii, Idaho, Montana, Nevada, New Mexico, North Dakota, Oregon, South Dakota, and Washington. (Contains 2 figures and 11 endnotes.) [Financial support for this white paper was provided by the University of Washington, Internet2, and the Pacific Northwest Gigapop.]

Recent changes in education and training policy in England continue to focus on creating a 'demand-led' system in an environment where public funds are dwindling and where more responsibility is being devolved away from central government. This raises questions about governance of the system, among others, and the roles that key system actors are expected to play. This paper broadly discusses education and training system policies that focus on workforce development in England and the US, especially with regard to the role of further education colleges (community colleges in the US), employer engagement, and local workforce development bodies. The focus is on governance at the post-secondary level, as the main interest is skills development after compulsory education. The US and England share a number of features and problems that affect the education and training system, such as lack of employer involvement, the lower status of sub-baccalaureate education and training providers despite their central role in delivering vocational education and training programmes, and insufficient links between education and training provision and the labour market. The most striking differences between the American and English systems are the governance and authority structures, which are stronger in the US and afford greater scope for strategic planning by states and between states and the federal level. The experiences of community colleges in working with employers to provide workforce training may be worth further investigation as further education colleges further develop this type of provision. The US experience is less instructive with regard to quality assurance or increasing employers' engagement with education.

School performance pressures apply disproportionately to tested grades and subjects. Using longitudinal administrative data and teacher survey data from a large urban school district, we examine schools' responses to those pressures in assigning teachers to high-stakes and low-stakes classrooms. We find that teachers who produce greater student achievement gains in math and reading are more likely to be placed in a tested grade-subject combination in the following year and that the relationship between prior performance and assignment is stronger in schools where principals have more influence over assignments. This strategic response has the consequence of disadvantaging achievement in early grades, however, concentrating less effective teachers in K-2 classrooms, which in turn produces lower achievement for those students, as measured by low-stakes assessments, that may persist into tested grades as well.

As the University of California continues to face unprecedented challenges--from state disinvestment, to attempts by the legislature to wrest control of the university, to disruption brought on by new technology, to concerns, valid or otherwise, about the value of college--university leaders must return to fundamental questions about the purposes of higher education to guide us in our decision making. With this essay, I look back at how we arrived at contemporary understandings of undergraduate education in order to show that today's dominant debates--regarding the purpose of higher education, its benefit to society, its benefit to individuals, its role in the economy, how curricula and the university itself should be structured, who should pursue a university education, and who should fund it--have in fact been meaningfully shaping institutions of higher education for centuries. I hope to show, too, that the system of public higher education that developed in the United States--and, particularly, in California--is exceptional, and worth not only preserving, but also enhancing and strengthening, given its unique contributions to economic growth, innovation, socioeconomic mobility, civic engagement, and cultural vitality, both for the state and for the world.

The European active population is ageing. In the face of growing skills shortages, both national States and employers need to prolong the working lives of their most experienced workers. While enterprises strive to respond to this challenge, most still have not fully explored the potential of guidance activities in addressing age-related issues in career development. This Cedefop study analyses the role of guidance in the age management strategies of firms. Evidence from this report illustrates how guidance activities allow older individuals to plan their mature career stages and exit strategies in a structured way, increasing the likelihood of successfully prolonging their careers. Guidance also allows firms to maximise the potential of their human resources, by providing tools to assess and develop worker skills and knowledge, as well as strategies to increase the productive contribution of the older workforce. If supported by a life-span perspective, guidance allows for effective age management strategies, with smooth integration in internal processes and covering all staff. The findings of this report encourage further development of the role of guidance in age management strategies, offering insights on the creation of incentives for firms and individuals, on strategies for stakeholder engagement, and on the application of quality frameworks. [This report is the result of team work, particularly Cedefop expert Pedro Moreno da Fonseca, who supervised the study, and of Bert-Jan Buiskool, Paul Vronhoof, and Michel Winnubst of Panteia, who undertook the research and drafted the report. Work was carried out under Cedefop service contract 2012-004/AO/ECVL/MILA/Guidance-in-age-management-strategies/019/11.]

The purpose of the "Bringing Theory to Practice" May 15th seminar was to examine and explore a wide range of faculty rewards (including promotion criteria, awards, faculty development support, and policies at various levels) that provide incentives and recognition to faculty for undertaking community-engaged scholarship (CES). The central problem the seminar addressed is that most universities lack a system of incentives and supports for faculty who undertake (or are considering) community-engaged scholarship addressing broad social impact. Thirty individuals participated in the seminar, primarily faculty and administrators from the five campuses in the University of Massachusetts system representing a range of disciplines and various levels of faculty rank. The seminar offered an opportunity to examine what is being done to reward community engagement across the campuses of the University of Massachusetts system within the context of national efforts and change initiatives, and in light of some emergent campus discussions. This paper briefly describes the seminar structure and findings and concludes with recommendations.

This paper examines the personal and societal choices that will shape the kind of country Canada will become. It is argued that Canadian policymakers' current approach to work, family, and urban life is based on patterns and associations that were developed in an earlier time and no longer reflect Canadians' experiences in the 2000s. Recent trends in Canadian home and family life, workplaces, and cities are analyzed, and policy challenges resulting from significant social changes in each of these areas are identified. It is argued that policymakers must address the following sets of choices when formulating the policies that will shape education in Canada in years to come: (1) striving for work-life balance or crafting policies based on the belief that life is only at work; (2) sharing responsibilities for intergenerational well-being needs with families or adopting policies based on the belief that families are solely responsible for meeting those needs; (3) accepting the notion that life "without work" matters or basing policies on the principle that everybody must work; and (4) acting as if "space matters" (spending on physical and cultural infrastructures, investing in public services, deciding land use and housing policies, redesigning local, province and federal governance, enabling democracy). The consequences of selected policy decisions based on each of these choices are explored. The bibliography lists 46 references. Five reference tables are appended.(MN)

As policymakers have begun reorienting the U.S. work force development system's priorities, a common theme has been the importance of work and training tied to real employment prospects. Workforce Innovation Networks (WINs) was created to test and advance the idea that local employer organizations can play important, productive roles in helping low-wage and less-skilled workers advance in the labor market. Competition and changes in work organization have reduced the on-the-job training that traditionally enabled low-skill workers to advance in larger companies. To better respond to labor market pressures, employers have begun turning to their industry-based and broad-based local employer organizations for support and assistance. The WINs initiative's experience with employer organizations has identified the following basic types of work force development activity that can serve member needs and help advance low-income workers in the labor market: convening and supporting employers; brokering and providing services to employers and workers; improving the delivery of education, training, and support services; conducting research and development of work force development strategies and products; and helping govern and improve the work force development system. Four key challenges facing employer organizations were identified along with policy approaches that can stimulate greater business/employer engagement in work force development. (MN)

Strategic planning plays an important but sometimes controversial role in higher education. This paper examines how strategic planning works in Chinese universities, using Peking University as a case study. This essay discusses the rationale for why Peking University (PKU) decided to pursue status as a world-class university along with objectives and value of its various strategic plans beginning in the 1990s. These plans have had four main roles at Peking University: as a means to periodically alter the development path or "roadmap" of the university; as a method to gain or "accelerate resources" largely from government; as a way to communicate with the business community, alumni and other stakeholders regarding the aspirations and needs of the university; and as a tool to engage central government leaders in the future of the university.

One of the State Board of Education's (SBE) strategic plan goals is to advocate for an effective, accountable governance structure for public education in Washington. The development of this goal comes from Board members' experiences over the last five years to understand and address the complexity of Washington's education system and their role in it. The Board has been engaged in many projects, including the successful work in accountability and new high school graduation requirements. Other projects have caused the Board to pause and reflect about its role as well as that of other agencies in areas such as systems planning. Several of those projects are examined through case studies in this paper. This paper is organized into the following sections: (1) What is Washington Trying to Achieve?; (2) Governance: a Definition, Literature Review, and Analytical Framework; (3) Education Governance in Washington and Other States; (4) Washington's History of Education Reform Efforts in K-12; (5) Washington Case Studies on Governance; and (6) International Education Systems Governance and How They Compare to the U.S. (Contains 20 resources and 37 footnotes.)

The Group of Eight (Go8) welcomes the Government's commitment to developing a comprehensive research workforce strategy. Australia's research capacity and the continuing translation of research into policy, products and services is directly linked to the future productivity of the economy, social wellbeing, environmental outcomes and the nation's long-term prosperity. The "Meeting Australia's research workforce needs" consultation paper provides a useful starting point for discussions on Australia's research workforce needs but the Go8 believes that some issues will need to receive more attention in the final strategy to ensure it is comprehensive and well targeted. In particular, the paper gives insufficient attention to: (1) the quality of both the research workforce and of the research training experience--increasing the size of the research work force will not be sufficient in itself to keep Australia competitive; (2) interdependencies between the research workforce and other parts of the innovation system, including schools and research users; (3) the roles and importance of research-trained people in the broader workforce including in industry and government; (4) the need for a whole of government approach and the removal of inconsistencies between the proposed strategy and other policies and programs (for example in relation to visas) that could impede its implementation; and (5) the dependence of the strategy on increased and better targeted funding and a concentration of capability (talent and infrastructure). A number of important actions have been identified which if adopted would be positive steps in helping to build Australia's research capacity and would help Go8 universities in managing their research training programs. (Contains 2 figures, 1 table, and 10 footnotes.)

This paper focuses on issues which affect the capability of technical and further education (TAFE) providers to meet their clients' and stakeholders' needs and draws extensively on the reports of the consortium research program which examined ways to help build vocational education and training (VET) provider and workforce capability. The paper puts this research, most of which was completed in 2006 and 2007, into a contemporary framework. It suggests that TAFE providers need to be free of unnecessary central constraints to help them meet their strategic business needs. This includes more direct control of human resources matters and industrial relations. (Contains 8 footnotes.)

This paper aims to provide a picture of the occupations in the community services and health industry, and how the workforce obtains the required skills. The authors argue that planning for the industry should concentrate on occupations specific to the industry and those which require high skill levels. Findings suggest that the qualification levels of community services and health workers have increased substantially over the past decade. Furthermore, community services and health vocational education and training courses are well targeted, with most graduates finding employment in the industry. Appended are: (1) Employment within community services and health; (2) Mapping of ANZSCO (Australian and New Zealand Standard Classification of Occupations) to ASCO (Australian Standard Classification of Occupations); (3) Employed persons by the level of qualification; (4) Change in qualifications, 1996 and 2006; (5) Top destination occupations; and (6) Top intended occupations. (Contains 25 tables, 1 figure, and 13 footnotes.) [Funding for this paper provided through the Australian Department of Education, Employment and Workplace Relations.]

The governments of India and Australia are working to enhance cooperation on training, at both official and industry level. As part of the exchange of ideas, Francesca Beddie, General Manager, Research, National Centre for Vocational Education Research, visited India in August 2009 at the invitation of the Australia-India Council. This paper explores some of the common challenges the countries face in reforming their vocational training systems. (Contains 1 box and 1 footnote.) [Support for this report was provided by the Australia-India Council.]

In seeking a better match-up between the mission and the resources of the Colorado Department of Education (CDE), its senior leadership has not only been examining their own responsibility areas, but also the entire Department and how its highly varied components fit together. The starting point for this discussion paper was the State Board of Education's (SBE) Strategic Plan, which is the most global and coherent expression of the SBE/CDE mission. The other key reference point was the annual CDE budget, which comprehensively describes the resource allocation and is the foundation of annual dialogs with both the Executive and Legislative branches over both money and mission. The overview section of this paper examines perspectives on higher education, noting that those in K-12 must also have an understanding of post-secondary education realities. The succeeding sections--"Six Themes"--provides reflections on topics that recur in CBE's meetings and discussions about its work. The six themes are: (1) Prioritizing School Finance: Change in a Constant Cost Environment; (2) Early Childhood: The Unknown Imperative; (3) Literacy: Without Which Little Else Matters; (4) Choice: The Unfolding Revolution; (5) Data and Accountability: A Continuum; and (6) Focus, Intensity, and the Achievement Gap. The final section, "CDE: As We Are and As We Might Better Be," is a status report on the ongoing efforts to bring the mission and resources of CDE into the most realistic and productive relationship possible. An overarching purpose of this paper is to strongly resist the tendency to discuss mission and resources separately. In so doing, this discussion paper intends to bring clarity, strength, and renewed energy to CBE's role in charting a brighter course for the children of Colorado.

Leaders of state agencies and systems of higher education (SHEEOs) are in unique positions to expand higher education's positive impact on the human condition through an intentional and systematic focus on educational equity. The opportunities and challenges are noteworthy, and the authors of this paper sought to identify these. It is also the goal of this paper to provide SHEEOs and their staffs with information to support their efforts to ensure positive postsecondary outcomes for all students in their respective states, regardless of race or ethnicity. In essence, this is the fundamental aim of equity in higher education. It's instructive to mention that an important impetus for this paper --States Leading for Equity--is the consistent focus on equity-oriented proposals and sessions at SHEEO's annual policy conferences.

The Center on Enhancing Early Learning Outcomes' (CEELO) mission is to strengthen the capacity of State Education Agencies and state Early Learning Agencies to lead sustained improvements in early learning opportunities and outcomes. These agencies have authority to establish and implement policies, administer funding and provide oversight for programs serving young children, depending on the state agency structure. Regardless of governance structure, strong leaders, highly capable staff, and effective and efficient functions within state agencies are critical to achieving the goal of enhanced early learning outcomes. There are generally three models of governance in early childhood: (1) coordinated governance across multiple state agencies; (2) consolidated functions within in one agency and a designated Office of Early Learning (OEL); and (3) creation of a new state agency focused on early childhood services. The goal of these offices is to create greater policy coherence and more efficient delivery of services. The intention of this paper is to describe a vision for an effective OEL, regardless of the "governance" structure. The authors reviewed the literature on leadership and organizational effectiveness, interviewed early childhood state and national leaders, and drew on their more than 30 years of experience in the field. This paper is a first step toward a deeper understanding of what it takes to be a highly effective office of early learning in state government that improves outcomes for children.

Diana Wilkinson, Chief Social Researcher with the Scottish Government, assisted National Centre for Vocational Education Research (NCVER) to facilitate a forum to discuss the development of national research priorities for the vocational education and training sector. This paper summarises Diana Wilkinson's impression of the forum and uses two contrasting case studies of Scotland and Australia to consider the extent to which it is feasible to align academic research investment with medium-term priority-setting. (Contains 13 footnotes and 1 table.)

American children deserve the one ingredient we know creates stellar learning results: excellent teachers. These teachers produce "well over" today's typical year of learning growth. Without them, even with solid teachers who produce a full year of progress, children who start behind stay behind, and few students get ahead of their beginnings--the antithesis of the American Dream. In contrast, if our nation consistently provides students with excellent teachers, we could close most of our stubborn achievement gaps in just five years, and help many children leap ahead of today's standards. This report explains why every child needs excellent teachers year after year, how the nation can now meet that need at unprecedented scale by reaching more children with excellent teachers, and what changes policymakers must support to make this possible. First, policymakers can speedily "improve the identification" of excellent teachers; the authors explain how. Second, policymakers can "clear the policy barriers" that keep excellent teachers from reaching more students for more pay. The authors outline new policies that would clear these barriers. Third, and of paramount importance, policymakers can "catalyze the will" for schools and districts to put excellent teachers in charge of every student's learning. The authors propose bold solutions to create this will, and they invite others to add to these ideas. Without will-enhancing actions, other policies and education changes will continue to fall short of their potential effects. Excellence for all students must become the new goal, and it is entirely within reach if our nation's schools offer new opportunities for excellent teachers to lead the way. (Contains 7 figures and 38 endnotes.) [Contributions by Sharon Kebschull Barrett. For related reports, see "Seizing Opportunity at the Top: How the U.S. Can Reach Every Student with an Excellent Teacher. Building an Opportunity Culture for America's Teachers. Policy Brief" (ED540000) and "Seizing Opportunity at the Top: Reaching Every Student with Excellent Teachers--Policymakers' Checklist" (ED539996).]

Enrollment is rising across the nation's community colleges, but completion rates remain untenably low. Reformers are focusing on the importance of using comprehensive, high-quality data on student progress and completion to bring about change. A core tenet of Achieving the Dream: Community Colleges Count has been to embed a culture of data-informed decision making on campuses and in state capitals. To move this work forward, a group of data experts from Achieving the Dream's state policy teams came together in 2005 to design and test a valuable set of intermediate measures that demonstrate how community college students progress--or, as is too often the case, fail to progress--toward a credential or further education. Most important, this Cross-State Data Work Group showed the predictive power of interim indicators for identifying students in great need of intervention early enough to help boost their chances of staying in and finishing college. "On the Road to Success" presents the next step taken by the Cross-State Data Work Group: a comparative analysis of a comprehensive set of intermediate milestones and final measures of success that practitioners and policymakers can use to rethink and remake their approaches to increasing student achievement. Any institution in the country can use these "Benchmarks of Student Success"--a set of key indicators of community college student progression and completion--to frame strategic planning. This is one of the first times such comparative data are being reported publicly. The state-level data in this brief represent only part of what the members of the Data Work Group have collected and reported, and their cross-state conversations will continue. Perhaps an even more powerful impact will be derived as states turn this analytic approach inward and examine the comparative effectiveness of colleges within a single state. Benchmarks for Student Success are appended. (Contains 11 figures, 1 table, and 10 endnotes.) [For "On the Road to Success: How States Collaborate and Use Data to Improve Student Outcomes. Executive Summary," see ED537263.]

One major report after another shows that the United States needs a large, innovative, and effective adult education and workforce skills system. It is essential to the national security, economic stability, and democratic way of life. To address this need fully a leadership agency focused on a singular national goal is required, one with a legislative mandate to perform strategic planning and other coordination functions between and among federal agencies and public and private sector groups. Such an agency can accomplish its mission only if it is supported by a strong governance structure. The Council for Advancement of Adult Literacy (CAAL) proposes that the National Institute for Literacy (NIFL) be reauthorized with a new and broader mission, mode of operation, and governance structure, and that these transformational elements be clearly set forth in the reauthorizing legislation. This will effectively create a new agency (with a new name, National Institute for Adult Learning, NIFAL) in place of the current National Institute for Literacy. NIFL, as chartered by the 1991 and 1998 Acts, might have been an important agency in the adult education field, but it was handicapped from the outset. Redeveloped as discussed in this paper, NIFAL will be able to take on the essential and far larger task of building an adult education and workforce skills system to meet the nation's 21st Century needs. About the Authors and NIFAL Working Group are appended. (Contains 7 notes.)