Download Free Performance Incentives To Improve Community College Completion Book in PDF and EPUB Free Download. You can read online Performance Incentives To Improve Community College Completion and write the review.

Amid growing signs of America's weakening position in the global economy, federal and state policymakers and major foundations have set ambitious goals for increasing postsecondary attainment in the United States. Given changing U.S. demographics, it has become clear that these national goals are attainable only with vastly improved outcomes among traditionally less-successful populations, which include academically underprepared students who come from poor primary and secondary schools, adults who are working in low-wage jobs or are unemployed, and immigrants with limited English proficiency. These populations enroll predominantly in the nation's community colleges. Given declining public resources for public higher education and skyrocketing enrollments, better outcomes from community colleges will require gains in productivity. Colleges will need to learn how to increase student progression and success with the same or fewer resources. Doing so will require community colleges to make systemic changes in their policies and practices. It is within this context that the Washington State Student Achievement Initiative (SAI) has attracted national attention. As states strive to increase community college student success, many are looking at two policy levers--data and performance funding--to motivate and guide colleges to implement changes in practice that lead to improved student outcomes. Washington's State Board for Community and Technical Colleges is at the forefront of efforts to develop better measures of student success and to use those enhanced measures as the basis for rewarding colleges for increasing student achievement. In adopting and implementing the SAI, the State Board is seeking to use data and fiscal incentives to drive systemic institutional improvement and thus increase productivity across its 34-college system. This brief examines key policy issues raised by Washington State's experience to date with its vanguard performance incentive policy. It draws on the authors' observations from the first year of a three-year, Gates Foundation-funded evaluation of the SAI as well as from their experience with these issues in a national context. Because the evaluation of the SAI and the SAI policy itself are still in their early stages, it is too early to assess the long-term effectiveness of this effort. However, insights from Washington State's early experience with the policy can help inform the conversation currently occurring in many states on how to use state policy levers to meet ambitious state and national goals for increased college completion. To that end, the brief examines policy challenges and choices that the Washington community and technical college system has grappled with as it designed and is now implementing the SAI, and that policymakers and college leaders in other states will have to address in their efforts to improve community college outcomes. (Contains 15 endnotes.
Ultimately, the authors recommend that states create new ways of helping colleges with many at-risk students, define performance indicators and measures better tailored to institutional missions, and improve the capacity of colleges to engage in organizational learning.
In the United States, 1,200 community colleges enroll over ten million students each year—nearly half of the nation’s undergraduates. Yet fewer than 40 percent of entrants complete an undergraduate degree within six years. This fact has put pressure on community colleges to improve academic outcomes for their students. Redesigning America’s Community Colleges is a concise, evidence-based guide for educational leaders whose institutions typically receive short shrift in academic and policy discussions. It makes a compelling case that two-year colleges can substantially increase their rates of student success, if they are willing to rethink the ways in which they organize programs of study, support services, and instruction. Community colleges were originally designed to expand college enrollments at low cost, not to maximize completion of high-quality programs of study. The result was a cafeteria-style model in which students pick courses from a bewildering array of choices, with little guidance. The authors urge administrators and faculty to reject this traditional model in favor of “guided pathways”—clearer, more educationally coherent programs of study that simplify students’ choices without limiting their options and that enable them to complete credentials and advance to further education and the labor market more quickly and at less cost. Distilling a wealth of data amassed from the Community College Research Center (Teachers College, Columbia University), Redesigning America’s Community Colleges offers a fundamental redesign of the way two-year colleges operate, stressing the integration of services and instruction into more clearly structured programs of study that support every student’s goals.
Community colleges are under pressure to increase completion rates and efficiency despite limited evidence of the economic consequences of different reform strategies. We introduce an economic model of student course pathways linked to college expenditures and revenues. Using detailed data from a single college, we calculate baseline efficiency and differences in efficiency for students who follow different pathways. We simulate changes in output, expenditures, revenues, net revenues, and efficiency assuming that the college meets particular performance targets. Findings indicate substantial differences in efficiency across pathways and significant differences in efficiency across strategies to help students complete college. They also suggest that increasing the completion rate is difficult and typically requires additional resources beyond the costs of implementing particular strategies. The model has wide practical application for community colleges. Appended are: (1) Measurement of the College Completion Rate; and (2) Outcomes for "U.S.A. Community College". (Contains 7 tables and 12 footnotes.).
"One of the striking ways in which state governments have pursued better performance in public higher education is through the use of performance funding. Performance funding involves tying state support directly to institutional performance on specific outcomes such as rates of graduation and job placement. The principal rationale for performance funding has been that the introduction of market-like forces will prod institutions to become more efficient, delivering "more bang for the buck." Kevin Dougherty, an expert on state performance funding, finds its development puzzling. First, despite the great interest in it, only half the states have ever adopted performance funding for higher education. Moreover, of the states that did adopt performance funding, over half later dropped it. Finally, in the states that have retained performance funding over a long period of time, their programs have undergone considerable changes in the amount of state funding they devote to performance funding and in the content of the indicators they use to allocate that funding. In spite of this, performance funding continues to attract interest as a way of improving educational outcomes. This book, based on an extensive ten-state study, aims to shed light on the social and political factors affecting the origins, evolution, and demise of these programs"--
To improve community college success, we need to consider the lived realities of students. Our nation's community colleges are facing a completion crisis. The college-going experience of too many students is interrupted, lengthening their time to completing a degree—or worse, causing many to drop out altogether. In The Costs of Completion, Robin G. Isserles contextualizes this crisis by placing blame on the neoliberal policies that have shaped public community colleges over the past thirty years. The disinvestment of state funding, she explains, has created austerity conditions, leading to an overreliance on contingent labor, excessive investments in advisement technologies, and a push to performance outcomes like retention and graduation rates for measuring student and institutional success. The prevailing theory at the root of the community college completion crisis—academic momentum—suggests that students need to build momentum in their first year by becoming academically integrated, thereby increasing their chances of graduating in a timely fashion. A host of what Isserles terms "innovative disruptions" have been implemented as a way to improve on community college completion, but because disruptions are primarily driven by degree attainment, Isserles argues that they place learning and developing as afterthoughts while ignoring the complex lives that define so many community college students. Drawing on more than twenty years of teaching, advising, and researching largely first-generation community college students as well as an analysis of five years of student enrollment patterns, college experiences, and life narratives, Isserles takes pains to center students and their experiences. She proposes initiatives created in accordance with a care ethic, which strive to not only get students through college—quantifying credit accumulation and the like—but also enable our most precarious students to flourish in a college environment. Ultimately, The Costs of Completion offers a deeper, more complex understanding of who community college students are, why and how they enroll, and what higher education institutions can do to better support them.
This volume profiles some of the innovative reforms community college practitioners are engaged in, focusing on supporting students through to graduation. While much has been written at the federal and state levels about the need to improve student completion rates, this volume translates that imperative into action at the campus level. It presents the practitiners' voices and experiences in: Changing academic content Pedagogy Student support services And other critical components of community colleges. Each chapter focuses on either a particular campus-based reform or on a cross-cutting approach or set of issues relevant for most campuses. The volume highlights opportunities, describes challenges and how they were overcome, and provides guidance that can be used by other postsecondary practitioners involved in large-scale—campus, multi-campus, or system-level—reforms that aim to increase student success. This is the 167th volume of this Jossey-Bass quarterly report series. Essential to the professional libraries of presidents, vice presidents, deans, and other leaders in today's open-door institutions, New Directions for Community Colleges provides expert guidance in meeting the challenges of their distinctive and expanding educational mission.