Archives for category: Higher Education

Bruce Baker of Rutgers has taken it on himself to dissect the claims and plans of the “reformers” about teacher education.

The reformers hate traditional ed schools, even those connected to major flagship universities. They blame them for accepting bottom third students and then training them poorly.

Baker looks at the issues and examines the “cures” offered by the reformers, none of which will solve any of the problems that identify.

Baker pointed out in an earlier post (and repeats it here) that most of master’s degrees in education are now being generated not by mainstream ed schools but by online universities (mostly for-profit). Won’t alternate routes simply expand the reach of online universities of dubious quality? How will that attract the top third into teaching?

Here is his conclusion:

To me, these trends are pretty astounding, and serious consideration of these trends must play into any discussion that alarmists might have about the supposed decline in the quality of teacher and administrator preparation (to the extent these alarmists give serious consideration to anything).  Those ringing these alarm bells seem more than happy to suggest that the obvious problem lies with traditional “ed schools” (read, regional and state flagship public colleges and universities) and that the obvious solution is to provide more alternative routes, online options – teacher preparation by MOOC…  (and likely not a MOOC delivered by Stanford U. faculty… but rather through Walden, Capella and the like) & expansion of schools relying on imported, short term labor supply.

I also find it strange to say the least that those who argue that the problem is that our teachers don’t come from the upper third of college graduates seem to believe that the solution is to expand the types programs that tend to grow most rapidly among colleges that cater to the bottom third (less & non-competitive).  To those reformy alarmists who feel they’ve identified the obvious problems and logical solutions, the above data should make sufficiently clear that we’ve already gone down that road.

Further, I’m thoroughly unconvinced that new models purporting to be more selective in the teachers they prepare, but relying largely on a self-credentialing model (we use our teachers to credential our teachers… and only accept as graduate students those who work in our schools?) focused primarily in ideological & cultural indoctrination   are a step in the right direction.  I have little doubt they’ll find a captive audience to self-credential and maintain a viable “business model,” (by requiring their own teachers to take courses delivered by their peers & bosses to achieve the credentials needed to keep their jobs) but this endogenous, back-patting self-validating model is no way to train the future teacher workforce.*

All of this begs the question of what next? Where do we go from here? How to we achieve integrity and quality in the production of degrees and credentials, and more broadly training and preparation of future teachers and administrators? I really don’t have any answers for these questions right now. But I’m pretty sure that the last two decades have taken us the wrong direction!

When I worked in the federal Department of Education twenty years ago, I recall getting blizzards of postcards and letters from individuals and groups that were worried that the government was collecting too much information about them or their children. I pointed out repeatedly that the National Assessment of Educational Progress, which was in my tiny domain, did not collect information about individual students or their families. There was no vast federal storehouse of information about people.

Now I am no so sure. A reader just sent this announcement in a comment.

Here is the full comment:

In October, while announcing a series of actions to lower student loan payments, President Obama tasked the US Chief Technology Officer with further leveraging data and technology to help provide students and parents with more comparative information about college costs and college aid, so they can make more informed decisions about where to enroll.

This morning, the Administration announced several public- and private-sector initiatives—including the launch of education.data.gov, the latest in a growing number of data.gov communities—that respond to and even reach beyond the President’s call, in order to unlock the power of education data to make it accessible and useful for all Americans.http://www.whitehouse.gov/sites/default/files/microsites/ostp/ed_data_commitments_1-19-12.pdf

MAKE SURE YOU LOOK AT THE WHITE HOUSE COMMITMENTS TO:
The California Department of Education
The New York State Department of Education
The Michigan and Florida Departments of Education
Houghton Mifflin Harcourt
Pearson
JISC/UK, a technology branch of the UK Government
ETS, in cooperation with StraighterLine
Microsoft
Parchment
Personal

And check out “Data Jam Materials” July 10, 2012
ALL 54 PAGES!!!
http://www.ed.gov/edblogs/technology/files/2012/07/ED-Data-Jam-Materials.pdf

How have we managed to survive all these years without a “Learning Registry” or  “MyData” button?

The data-gathering seems to have no end point. I recently asked someone who works for a higher education association why the federal government was pressuring independent colleges to join the data hunt, and he said that the goal was to ascertain whether a grade in University A was the same as a grade in University B. I wondered why the federal government wanted to know this. He had no answer.

No tears from this corner for the for-profit sector in higher education.

It is losing market share and closing campuses as students figure out that the degree from a for-profit college is not entirely respectable.

John Hechinger again proves he is at the top of his game as an education writer.

He knows how to follow the money.

Remember the old days when we didn’t use terms like “market share” to talk about education?

John Hechinger has written an important critique of administrative salaries in higher education.

His article focuses on Purdue, an outstanding university known for its engineering programs.

The university has a long list of administrators who do supervision or marketing and are paid far more than full professors.

Makes you wonder if the university–and Purdue is typical, not unusual–has its priorities right.

One good thing about Purdue that comes out in the article is that, unlike so many other universities, it does not rely on adjunct faculty.

Mitch Daniels, about to leave the governorship, will assume the presidency of Purdue. As governor, he became known nationally for privatizing and outsourcing public education and undercutting teachers’ professionalism. We will see what his Purdue agenda may be.

As a show of good will, he could start his tenure in office by cutting his own salary in half (that figure is not mentioned in the article but is surely a higher figure than the highest-paid administrators).

I received this communication from the Graduate School of Education at the University of Pennsylvania.

Just think: You too can earn a cash prize for formulating the best business plan for education.

Maybe it would be like the Milkens’ very own K12 virtual school business, which is listed on the New York Stock Exchange, makes millions of dollars, and provides a shoddy education. Study after study shows that the students in the Milken virtual schools have a high attrition rate, low test scores, and low graduation rates. They sit at home in front of a computer and guess the answers to questions on the computer. But what a great business plan! It makes a lot of money for its investors.

University of Pennsylvania’s Graduate School of Education

and the Milken Family Foundation Launch 2013 Education

Business Plan Competition

Share your idea. Change the world.

Philadelphia, PA, November 7, 2012 – The University of Pennsylvania’s Graduate School of Education (Penn GSE) and the Milken Family Foundation have opened submissions for the 2013 Milken-Penn GSE Education Business Plan Competition (EBPC) at the newly re-launched web site www.nestcentral.org. Penn GSE’s Executive Director of Academic Innovation Dr. Bobbi Kurshan announced the competition today. The first education-focused business plan competition ever now features a total of $120,000 in prize funding, and is part of Penn GSE’s expanding NEST initiative. The 2013 EBPC will take place on Penn’s campus May 7-8, 2013.

The Milken-Penn GSE EBPC stimulates cutting-edge ideas that serve the world’s educational needs, from Pre-K to adult learning. Last year, EBPC judges selected ten worldwide finalists from over 200 applicants to compete in a live competition in Philadelphia judged by a panel of industry leaders. This year’s competition will also feature the Penn GSE NEST Conference, a gathering of industry leaders for a one-of-a-kind opportunity to gauge the pulse of entrepreneurship in education and explore new ways of fostering a culture of continuous innovation in the field. In coming months, Kurshan will announce a greatly expanded slate of NEST programming that will take place throughout the year.

The $120,000 in total funding is awarded through the following six prizes:

· The Milken Family Foundation:

o First Prize ($25,000)

o Second Prize ($15,000)

· The American Public University System Prize for Innovation in Online Education ($25,000)

· The Educational Services of America Prize for Innovation in the fields of Special Education and At-Risk Students ($20,000)

· The Erudient Education Prize for Innovation in Borderless Education ($10,000)

· The Startl Prize for Open Educational Resources ($25,000)

Penn GSE NEST launched the EBPC in 2010 as a partnership between Penn GSE and the Milken Family Foundation. The EBPC culminates with a live competition, judged by a panel of industry experts, and has more than doubled the amount of prize money and number of prizes since it was first launched. Last year’s winning plans ranged from an effort to leverage mobile technology to educate in Africa (and beyond) to a powerful text-to-audio application that is revolutionary for individuals with visual impairments and those with literacy needs around the world.

Penn GSE NEST

A worldwide leader in education practice, policy, and philosophy, Penn GSE is consistently at the forefront of education innovation. As part of the school’s expanding entrepreneurial effort, each summer Penn GSE invites the best, brightest, and most influential professional educators, education entrepreneurs, business leaders, and venture capitalists to the campus of the University of Pennsylvania for the annual Penn GSE NEST Conference. The Conference is a unique way to generate new ideas, debate policy, forge new collaborations, discover investment opportunities, and conduct social networking and research.

The Milken Family Foundation

The Milken Family Foundation (MFF) was established by Lowell and Michael Milken in 1982 with the mission to discover and advance inventive and effective ways to help people help themselves and those around them lead productive and satisfying lives. MFF has been at the vanguard of education reform for three decades. From founding the nation’s preeminent teacher recognition program to creating the country’s most successful comprehensive education reform system, the foundation continues to champion innovative strategies that elevate education in America and around the world. Learn more at www.mff.org.

About Penn GSE

Penn GSE is one of the nation’s premier research ed schools. A small percentage of education programs in the U.S. offer doctoral degrees, with only a tiny fraction located at flagship research universities. No other education school enjoys a University environment as supportive of practical knowledge-building as the University of Pennsylvania. Penn GSE has long been known for excellence in qualitative research, language and literacy studies, practitioner inquiry and teacher education. Over the past 15 years, Penn GSE has also developed remarkable strengths in quantitative research, policy studies, evaluation, higher education, and psychology and human development. The School is notably entrepreneurial, launching innovative degree programs for practicing professionals and unique partnerships with local educators. For further information about Penn GSE, please visit www.gse.upenn.edu/.

It seems that charter school teachers need a special sort of post-graduate degree. The charters respect the credential enough to want their teachers to have one, but they “can’t wait” for the time it takes to get one from a traditional school of education. Besides, the traditional programs waste time on stuff like sociology and cognitive development, and don’t give enough time to teaching test prep.

In New York City alone, there are now two programs to churn out masters’ degrees for charter teachers. One, called Relay, started at Hunter College when David Steiner was dean (Steiner briefly served as state commissioner of education after starting the program at Hunter for KIPP and other charters). The other is a collaboration between Eva Moskowitz’s Success Academies (formerly known as Harlem Success Academies) and Touro College in Manhattan. Both were created specifically for charter teachers and focus more on classroom technique than on theory, history, the foundations of education, cognitive psychology, research, etc. that are typically part of a masters or doctorate in education.

Touro College, Moskowitz’s partner,  has a checkered history. Recently the college was criticized for paying its president nearly $5 million a year, more than the presidents of Harvard or Columbia. Five years ago, the college was accused of selling diplomas, taking money to change grades, and being a diploma mill; some admissions officials were indicted. One college official went to jail for accepting bribes.

Whatever. As online programs proliferate, as authorities allow almost anyone with a shingle to manufacture degrees, we may reasonably expect two results: Diplomas will com to mean nothing at all, since they are so easily obtained from ersatz entities; or discerning employers and institutions will recognize that some diplomas mean nothing at all.

Here is a bit of good news.  Enrollment is declining at for-profit colleges and growing at non-profit colleges.

The University of Phoenix is closing 115 of its campuses, as enrollments dropped as did its stock price.

Could it be an outbreak of common sense?

Time will tell.

Michael Winerip of the New York Times has long been an invaluable source of information and perspective about what is happening in education. For whatever reason, the New York Times decided to change his assignment. He no longer writes on education, but on the boomer generation. I ask you, which is more important to the health of our society?

Be that as it may, Winerip’s first boomer column is also about education. He previously wrote about Professor Barbara Madeloni at the University of Massachusetts, Amherst, who led a protest against a Pearson-owned teacher evaluation system. Just weeks after his column appeared, Madeloni was informed that her contact would not be renewed. Now Winerip revisits the issue and hopefully the public discussion will persuade the University to revisits its decision to terminate her.

We are reminded, in this case, why tenure matters.

This post is very provocative. It may or may not have relevance to the readers of this blog, because so much of it refers to a British context and pertains to higher education. But what is relevant is the discussion of the conflict between democracy and free market efficiency.

As I read it, I thought about the argument for mayoral control: “It may mean giving up democracy, but it is more efficient.” Look to Cleveland, Chicago and New York City, and what you see is that democracy has been abolished with no increase in efficiency or effectiveness. What we have instead is one-man control, no-bid contracts, school closings, indifference to the views of constituents, and no improvement in educational quality.

Here is the heart of the matter:

…the nub of the matter is captured by his analogy with democracy — “the worst system except for all the others”. The ‘problem’ with democracy (as Lee Kuan Yew of Singapore might have put it) is that it’s inefficient. Much simpler, cheaper and more efficient to have a benevolent dictator (like Mr Lee and his successors). Likewise, our justice system is mightily ‘inefficient’ — all those lawyers, trials, juries, assumption of innocence until proved guilty, etc. Much simpler to be able to lock up baddies on the say-so of a senior policeman.

But in both cases we tolerate the inefficiencies because we value other things more highly: political liberty and freedom of expression in the case of democracy; the belief that a system of justice should be open, impartial and fair in the case of our court system.

Like democracy, public universities are also ‘inefficient’ — often, in my experience, woefully so. And only some of that inefficiency can be defended in terms of academic freedoms; much of it is down to the way university culture has evolved, the expectations of academic staff, poor management (rather than enlightened administration), and so on — things that could be fixed without undermining the really important values embodied by the idea of a university. The advent of serious tuition fees in English universities will have the effect of highlighting some of the more egregious deficiencies — poor (or at best uneven) teaching quality, little pastoral care, archaic pedagogical methods, etc. But any attempt to remedy these problems is likely to be seen as interference with cherished academic freedoms, and resisted accordingly. Already, however, students are beginning to ask questions: why, for example, should they pay £9,000 a year for crowded lectures, ‘tutorial groups’ of 50 or more, zero pastoral care and — in some cases — lousy social facilities? Why should complaints about the crass incompetence of a particular lecturer be ignored by the Head of his department? (These are gripes I’ve heard from students recently, though not at my university.)

The problem isn’t helped by the crass insensitivity of many of the new ‘managers’ in UK universities — people who may know how to run a business but haven’t the faintest idea of how to run a university. There’s no reason in principle, though, why one cannot have universities that, on the one hand, function as liberal, critical institutions which cherish and protect freedom of thought and inquiry while at the same time providing excellent ‘customer service’ to their paying students.

Barbara Madeloni, a teacher at the University of Massachusetts-Amherst protested the field-testing of the Stanford-Pearson evaluation of her students. The New York Times wrote about her courage. She was fired (“given a letter of non-renewal”).

Please consider adding your name to the petition demanding her reinstatement.