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Randolph Hollingsworth

Adaptive Leadership for the Completions Priority (2011) draft paper by William H Graves... - 0 views

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    Challenge: The Completions Priority "The completions marketplace should be redesigned to improve overall scalability, measurable impact, mutual affordability, and sustainability. To do so while avoiding intrusive government regulation and retaining local autonomy will require voluntarily confirmed "rules of the road" that enable effective completions practices at autonomous micro levels to be rolled up collectively into mutually affordable common-good macro solutions." Solution: Economic Governance for the Completions Marketplace - a common good critical to economic and social progress "The wisdom of a crowd willing to inform and support adaptive change leadership might help create common ground in a nonprofit, non-governmental global Education Leadership Commons (ELC) formed for the purpose of developing and evolving open interoperability of common educational services, processes, and accountability metrics, all at a minimally intrusive, trusted level of economic governance. Modeled along the lines of the Internet Society's so-far successful governance mechanisms, the ELC could be operationalized through standing working groups, their advisory or governance committees, and other nested and loosely-coupled, efforts to advance and sustain educational attainment within and across the three dimensions of the completions marketplace." - Completions Productivity Task Force - Economic Governance Council chart on page 6: Governance Matrix of Rights and Responsibilities in the Completions Marketplace student, assessment provider, education provider, government (other other funding source) 8 possible outcomes, including accreditation's formative peer-review process is retained "to create "trust-but-verify" economic governance collaborations" "If government can't provide the leadership and funding stability required for victory, then we the people should do so through a social networking micro-contribution mechanism, not unlike the micro-loan infrastructure cr
Randolph Hollingsworth

Challenge and Change (EDUCAUSE Review, 5 Sept 2012) | George Mehaffy AASCU - 1 views

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    Six Core Challenges lie at the core of the innovative disruption facing higher education: University Model; Structural Model; Funding Model; Cost Model; Business Model; Success Model Seven Areas of Change - The six core challenges noted above are driven by seven areas of rapid change, primarily technological change: The Players; The College Models; The Course Models; Data and Learning Analytics; The Cost: Reduced and Free; Measuring Success; Threats to the Credential
Randolph Hollingsworth

Where are the Ed-Tech Entrepreneurs (and VCs) Focusing? #CFHE12 « ZEntreprene... - 1 views

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    @LauraZavelson of Elon U - mindmap connecting to EdTech Startups inventoried in "The Siege of Academe" Washington Monthly (http://www.washingtonmonthly.com/magazine/septemberoctober_2012/features/_its_three_oclock_in039373.php?page=1) - four clusters: - scaleable education - credentials - knowledge wrappers - learning enhancement
Ken Graetz

Meet the High Priest of Runaway College Inflation (He Regrets Nothing) - 2 views

  • The way Trachtenberg saw it, selling George Washington over the other schools was like selling one brand of vodka over another. Vodka, he points out, is a colorless, odorless liquid that varies little by maker. He realized the same was true among national private universities: It was as simple as raising the price and upgrading the packaging to create the illusion of quality. Trachtenberg gambled that prospective students would see costly tuition as a sign of quality, and he was right. "People equate price with the value of their education," he says.
  • He didn't spend the tuition windfall to shift the professor-to-student ratio or overhaul the curriculum. Instead, he covered the campus in cafés, beautiful study spaces, and nicer dorms. Trachtenberg thought that construction on campus gave the appearance that the school was financially sound and was progressing toward a goal, so his policy was, "Never stop building." If he wanted to erect or renovate two buildings, he would stagger the projects so that jackhammers could be heard constantly around campus. He also introduced a three-day orientation, known as Colonial Inauguration, that featured ice-cream socials, casino nights, and a laser show that cost $2,500 per minute.
  • While critics accused Trachtenberg of "educational socialism" for squeezing money out of top-earners, he called it "buying talent" and said that students were more interested in attending a $40,000 school with a $20,000 discount than they were in attending a $20,000 school.
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  • Cornell, which costs $57,000, is a good case study. Students from families that make less than $120,000 are eligible for unlimited financial aid. But the university recently capped aid at $7,500 for students from families making more than $120,000. Wealthy applicants can pay the difference, but middle-class ones have to take out loans.
  • Although Trachtenberg hasn't rethought his approach, he now recommends another course for other schools: specialization. That is, schools on the brink of catastrophe--those where endowments and enrollment numbers augur bankruptcy--can be brought back by offering something that can't be found elsewhere.
  • Even taking into consideration student debt, unemployment, and the financial strain on institutions, Trachtenberg is still reluctant to say that students could be attracted to a school simply because of the academics it offers. "Not many students would have the vision to see that," he says;
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