Online program managers (OPMs) are third-party companies that work with colleges and universities to develop, launch, and deliver online learning. Despite the prevalence of these companies in higher education, cost details are often buried or asserted with legal protections as trade secrets or business models unavailable for public review.3…

Problems associated with managerialism are well established in Higher Education. Driven by pressures of funding cuts, league tables and the associated competitive environment, Higher Education followed other public sector bodies in adopting Lean Management principles. While there is scepticism about Lean Management because it is seen as an…

Over the last several years, a growing number of cities have invested in early care and education for 3- and 4-year-old children, known as "preschool." This paper aims to aid cities in planning preschool programs by outlining a range of factors to consider. We largely do not make recommendations, but rather try to identify a range of…

Over the last two years the Midwestern Higher Education Compact (MHEC) staff conducted a thorough program review to determine the current relevance and value of the Midwest Student Exchange Program (MSEP). This culminated in the report "Student Reciprocity Programs and MSEP in the 21st Century" (ED627191) which utilized historical MHEC…

We examine how low-income parents who apply for North Carolina's Opportunity Scholarship program navigate major obstacles to their full participation in this means-tested private school choice program. Using a mixed-methods approach, this study draws upon administrative data from the state agency that oversees the program, surveys of every…

In 1994, the Midwestern Higher Education Compact (MHEC) joined its sister compacts in offering a regional student reciprocity and tuition exchange opportunity known as the Midwest Student Exchange Program (MSEP). The program allowed students from one MHEC state to attend an institution at a reduced tuition rate in another MHEC state when the…

This paper is the first to investigate the costs of institution-wide reforms at community colleges. Drawing on data from 12 community colleges implementing comprehensive guided pathways reforms, I use the ingredients method to analyze the resources required to implement such reforms and examine their feasibility and affordability, as well as their…

Higher education is deploying a range of innovative strategies in response to rising costs and financial challenges. This report presents findings from a NASPA [National Association of Student Personnel Administrators] study on cost-saving initiatives at three institutions. Each institution aimed to creatively address different areas affecting…

This guide is intended to help community college leaders understand the costs involved in implementing guided pathways reforms and develop plans for funding and sustaining them. It is based on research at six institutions that have implemented large-scale changes based on the guided pathways model, which focuses on supporting students to enter and…

The State University System of Florida has developed three tools that aid in guiding the System's future: (1) The Board of Governors' new "Strategic Plan 2012-2025" is driven by goals and associated metrics that stake out where the System is headed; (2) The Board's "Annual Accountability Report" provides yearly tracking for how…

The State University System of Florida has developed three tools that aid in guiding the System's future: (1) The Board of Governors' new "Strategic Plan 2012-2025" is driven by goals and associated metrics that stake out where the System is headed; (2) The Board's "Annual Accountability Report" provides yearly tracking for how…

The State University System of Florida has developed three tools that aid in guiding the System's future: (1) The Board of Governors' new "Strategic Plan 2012-2025" is driven by goals and associated metrics that stake out where the System is headed; (2) The Board's "Annual Accountability Report" provides yearly tracking for how…

The State University System of Florida has developed three tools that aid in guiding the System's future: (1) The Board of Governors' new "Strategic Plan 2012-2025" is driven by goals and associated metrics that stake out where the System is headed; (2) The Board's "Annual Accountability Report" provides yearly tracking for how…

The State University System of Florida has developed three tools that aid in guiding the System's future: (1) The Board of Governors' new "Strategic Plan 2012-2025" is driven by goals and associated metrics that stake out where the System is headed; (2) The Board's "Annual Accountability Report" provides yearly tracking for how…

The State University System of Florida has developed three tools that aid in guiding the System's future: (1) The Board of Governors' new "Strategic Plan 2012-2025" is driven by goals and associated metrics that stake out where the System is headed; (2) The Board's "Annual Accountability Report" provides yearly tracking for how…