Recent “Beyond Transfer” articles have garnered a lot of attention and discussion among many in the transfer world, including those of us involved in transfer work in Virginia. The reactions to these articles demonstrate just how complex transfer is, and while we may not all agree, the importance of the work is undeniable. One state has taken steps to reduce the complexity and clarify transfer for students and colleges.
The article “The Transfer Credit Myth: How Everything We Know About Excess Credits May Be Wrong,” while narrow in scope, highlighted several important aspects of transfer that should be reiterated: Early and consistent academic planning support is imperative. Additionally, we know program changes, prerequisites and financial aid exhaustion can have serious implications to progress whether a student transferred or not. Furthermore, as highlighted in a response article, we cannot forget about state- and system-level policies that may impact these efforts, for better or worse.
In recognition of these complexities, Virginia passed legislation in 2018 to improve transfer, which addressed three elements: general education, transfer pathways and a state transfer tool. In response and through a collaborative effort between the State Council of Higher Education for Virginia (SCHEV), the Virginia Community College System (VCCS) and two- and four-year institutions, the Transfer Virginia initiative was born. Its goal is to remove barriers while improving credit efficiency, reducing time to transfer and boosting degree-attainment rates.
General education: A two-year institutional general education package, known as the Uniform Certificate of General Studies (U.C.G.S.), was created to apply to lower-level general education at all Virginia public four-year institutions and many participating private four-year institutions.
Transfer pathways: Common curricula have been developed to provide the foundation for the transfer pathways—or student-facing transfer guides—which are created with the goal of mapping associate degree curricula, including the U.C.G.S., to baccalaureate degrees to strengthen credit efficiency and applicability. Each guide includes a curricular section showing the student exactly what to take at both the two-year institution and the remaining requirements at the four-year institution for a true 2+2. There is also a “Transfer Guidance” section that includes information about the college/university, major, admission—including guaranteed admission—as well as important dates, deadlines and links, serving as a one-stop shop for transfer information. There are currently over 500 transfer guides, representing over 30 pathways to four-year institutions, with approximately 150 to 200 guides submitted each year. These work very well when a student has identified a transfer plan. For those who would like to explore further, these and many other resources are available in the portal.
State transfer tool: The Transfer Virginia portal, officially launched in 2021, is designed to be a robust repository to assist students at any point in their higher education journey, including dual enrollment. The portal provides standardized information for more than 60 Virginia colleges—two-year and four-year, public and private—all in one place. Users can compare institutions, explore program listings, find colleges offering their major, see how their coursework transfers, create a portfolio and connect with transfer specialists directly.
For states looking to effect change, a good place to start is identifying commonalities between general education curriculum at both two- and four-year institutions to craft a statewide pathway. However, the work cannot be done in silos. Collaboration and commitment from the two- and four-year institutions and state administrative agencies is vital. For Virginia, legislation ignited the initiative, but the teamwork between all stakeholders keeps the momentum going.
Colleges can support military-affiliated students through peer connections and community.
SDI Productions/Getty Images
Approximately 5 percent of all undergraduate learners are active-duty military, reservists, National Guard or veterans, but many systems within colleges aren’t set up to accommodate their needs.
A November research brief from the Center for Higher Education Policy and Practice outlines some of the barriers to military students’ success while they’re enrolled and offers strategies to improve their college experiences. The report draws on interviews with students, recent graduates, higher education faculty and staff, policy experts, and past research.
Clearly outline program costs and the support services available to military-connected learners. Colleges should also share data on military student enrollment, completion and job outcomes, such as on a dedicated military-student web page.
Streamline credit transfer policies using the American Council on Education’s Military Guide as a starting point for military experience. Providing quality transfer advising can also ensure maximum allowable credits are awarded for prior service and can explain how a major program may increase or decrease transferred credits.
Provide financial aid counseling for military-connected students so they know the benefits available for them at federal, state and institutional levels. The college should also allocate dollars in the case of benefit delays or work with appropriate offices to expedite funds.
Create peer mentorship programs to connect incoming students with currently enrolled military learners who have similar lived experiences. Affinity groups on campus, such as the Student Veterans of America, can also instill a sense of belonging.
Offer professional development training for faculty and staff to be culturally competent about military-specific needs. Green Zone Ally Training is one example that helps higher education professionals support veterans on campus.
Offer flexible courses that accommodate active-duty service members and their families, who may be navigating deployments or relocations. These could include online classes or competency-based education.
Establish policies for service-related disruptions including deadline extensions, rescheduling exams or alternative-format course materials to mitigate disruptions to students’ academic timelines.
Provide accessibility across systems so veterans with disabilities gain equitable access to resources. In instances when accommodations are needed, creating a streamlined process to qualify for accommodations through the disability services office ensures veterans can access all resources.
Create partnerships with external agencies who also support military-connected individuals, such as Veterans Service Organizations and the local Veterans Affairs office.
Connect students with career coaches who can translate their military experience and training into the civilian workforce as well as liaise between veteran-friendly employers and students. Some military-connected students may need additional advice on how professional demeanor and formality expectations vary in the civilian workforce, the report noted.
Expand access to co-op programs and internships that are tailored to military learners and career exploration opportunities. Military-focused career events can make the match between veteran-friendly organizations and future employees.
Track career outcomes for military-affiliated students and align offerings with labor market opportunities.
How does your college or university provide specialized resources to military-affiliated students? Tell us more here.
Social emotional learning — lessons in soft skills like listening to people you disagree with or calming yourself down before a test — has become a flashpoint in the culture wars.
The conservative political group Moms for Liberty opposes SEL, as it is often abbreviated, telling parents that its “goal is to psychologically manipulate students to accept the progressive ideology that supports gender fluidity, sexual preference exploration, and systemic oppression.” Critics say that parents should discuss social and emotional matters at home and that schools should stick to academics. Meanwhile, some advocates on the left say standard SEL classes don’t go far enough and should include such topics as social justice and anti-racism training.
While the political battle rages on, academic researchers are marshalling evidence for what high-quality SEL programs actually deliver for students. The latest study, by researchers at Yale University, summarizes 12 years of evidence, from 2008 to 2020, and it finds that 30 different SEL programs, which put themselves through 40 rigorous evaluations involving almost 34,000 students, tended to produce “moderate” academic benefits.
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The meta-analysis, published online Oct. 8 in the peer-reviewed journal Review of Educational Research, calculated that the grades and test scores of students in SEL classes improved by about 4 percentile points, on average, compared with students who didn’t receive soft-skill instruction. That’s the equivalent of moving from the 50th percentile (in the middle) to the 54th percentile (slightly above average). Reading gains were larger (more than 6 percentile points) than math gains (fewer than 4 percentile points). Longer-duration SEL programs, extending more than four months, produced double the academic gains — more than 8 percentile points.
“Social emotional learning interventions are not designed, most of the time, to explicitly improve academic achievement,” said Christina Cipriano, one of the study’s four authors and an associate professor at Yale Medical School’s Child Study Center. “And yet we demonstrated, through our meta-analytic report, that explicit social emotional learning improved academic achievement and it improved both GPA and test scores.”
Cipriano also directs the Education Collaboratory at Yale, whose mission is to “advance the science of learning and social and emotional development.”
The academic boost from SEL in this 2025 paper is much smaller than the 11 percentile points documented in an earlier 2011 meta-analysis that summarized research through 2007, when SEL had not yet gained widespread popularity in schools. That has since changed. More than 80 percent of principals of K-12 schools said their schools used an SEL curriculum during the 2023-24 school year, according to a survey by the Collaborative for Academic, Social, and Emotional Learning (CASEL) and the RAND Corporation.
The Yale researchers only studied a small subset of the SEL market, programs that subjected themselves to a rigorous evaluation and included academic outcomes. Three-quarters of the 40 studies were randomized-controlled trials, similar to pharmaceutical trials, where schools or teachers were randomly assigned to teach an SEL curriculum. The remaining studies, in which schools or teachers volunteered to participate, still had control groups of students so that researchers could compare the academic gains of students who did not receive SEL instruction.
The SEL programs in the Yale study taught a wide range of soft skills, from mindfulness and anger management to resolving conflicts and setting goals. It is unclear which soft skills are driving the academic gains. That’s an area for future research.
“Developmentally, when we think about what we know about how kids learn, emotional regulation is really the driver,” said Cipriano. “No matter how good that curriculum or that math program or reading curriculum is, if a child is feeling unsafe or anxious or stressed out or frustrated or embarrassed, they’re not available to receive the instruction, however great that teacher might be.”
Cipriano said that effective programs give students tools to cope with stressful situations. She offered the example of a pop quiz, from the perspective of a student. “You can recognize, I’m feeling nervous, my blood is rushing to my hands or my face, and I can use my strategies of counting to 10, thinking about what I know, and use positive self talk to be able to regulate, to be able to take my test,” she said.
The strongest evidence for SEL is in elementary school, where the majority of evaluations have been conducted (two-thirds of the 40 studies). For young students, SEL lessons tend to be short but frequent, for example, 10 minutes a day. There’s less evidence for middle and high school SEL programs because they haven’t been studied as much. Typically, preteens and teens have less frequent but longer sessions, a half hour or even 90 minutes, weekly or monthly.
Cipriano said that schools don’t need to spend “hours and hours” on social and emotional instruction in order to see academic benefits. A current trend is to incorporate or embed social and emotional learning within academic instruction, as part of math class, for example. But none of the underlying studies in this paper evaluated whether this was a more effective way to deliver SEL. All of the programs in this study were separate stand-alone SEL lessons.
Advice to schools
Schools are inundated by sales pitches from SEL vendors. Estimates of the market size range wildly, but a half dozen market research firms put it above $2 billion annually. Not all SEL programs are necessarily effective or can be expected to produce the academic gains that the Yale team calculated.
Cipriano advises schools not to be taken in by slick marketing. Many of the effective programs have no marketing at all and some are free. Unfortunately, some of these programs have been discontinued or have transformed through ownership changes. But she says school leaders can ask questions about which specific skills the SEL program claims to foster, whether those skills will help the district achieve its goals, such as improving school climate, and whether the program has been externally evaluated.
“Districts invest in things all the time that are flashy and pretty, across content areas, not just SEL,” said Cipriano. “It may never have had an external evaluation, but has a really great social media presence and really great marketing.”
Cipriano has also built a new website, improvingstudentoutcomes.org, to track the latest research on SEL effectiveness and to help schools identify proven programs.
Cipriano says parents should be asking questions too. “Parents should be partners in learning,” said Cipriano. “I have four kids, and I want to know what they’re learning about in school.”
This meta-analysis probably won’t stop the SEL critics who say that these programs force educators to be therapists. Groups like Moms for Liberty, which holds its national summit this week, say teachers should stick to academics. This paper rejects that dichotomy because it suggests that emotions, social interaction and academics are all interlinked.
Before criticizing all SEL programs, educators and parents need to consider the evidence.
The Hechinger Report provides in-depth, fact-based, unbiased reporting on education that is free to all readers. But that doesn’t mean it’s free to produce. Our work keeps educators and the public informed about pressing issues at schools and on campuses throughout the country. We tell the whole story, even when the details are inconvenient. Help us keep doing that.
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Dive Brief:
Facilitron is rolling out what it says is the first U.S. governance standard for community use of public school facilities, the digital facilities rental platform said Sept. 10.
The California-based company will debut the framework in San Diego this November at Facilitron University, its annual conference for school district leaders and facility managers.
The standard aims to align school facility use with districts’ mission and strategy, reduce legal risk, improve consistency and transparency across district operations, and ensure equitable access for community members and groups, the company says.
Dive Insight:
Facilitron provides facility rental and management support for some of the largest school districts in the U.S., including Florida’s Broward County Public Schools, Nevada’s Clark County School District and California’s San Diego Unified School District.
That broad reach helped the company design a governance framework that goes beyond school boards’ existing model policies to encompass administrative regulations, site manuals, renter terms and audit tools, the company says. It draws on data from more than 15,000 schools, many of which have outdated, inconsistent and unenforceable facility-use policies, “exposing where current systems fail,” according to the company.
“Every district on our platform has a data trail that tells a story,” Facilitron Chief Marketing Officer Trent Allen said in an email. “Even when data is missing — because poor policy and enforcement means a lot of facility use never gets documented — you can still see the problems, like a black hole bending light in its direction.”
Allen said many of those problems have a financial dimension. For example, many districts offer automatic subsidies for registered nonprofits, regardless of the actual public benefit the organization provides — so a national nonprofit with high participation fees gets effectively the same treatment as a grassroots group with a much smaller budget, Allen said.
Districts’ facility-use policies — and the state statutes enabling them — leave money on the table in other ways, like sweetheart deals for school employees, rates that remain static for years, and ambiguous language that discourages districts from tapping their facilities’ full value.
As an example, Allen said, some Tennessee districts interpret a vaguely worded state statute prohibiting “private profit” in school facility use to mean that only nonprofit organizations can rent them, creating a situation where “essentially every use becomes a subsidized use.” That leaves out the possibility that private companies could use the facilities for charitable or other purposes.
Additionally, many school boards give school administrators or facilities managers free rein to adjust or waive fees, or approve informal use outside the plain text of board policy, he said.
The upshot of all this, Allen added, is that larger districts forgo millions in potential revenue annually from facility rentals while creating conditions ripe for favoritism and inequity.
Once one group gets access under favorable terms, every similar group is usually given the same,” he said. “Suddenly the district is on the hook for hundreds of thousands of dollars. It quickly runs into the millions and it is never budgeted for.”
Facilitron says its national governance standard pushes back on the status quo by laying out detailed model school board policies and administrative regulations; a “modular policy toolkit” and site-level operations manual; a national terms and conditions template; and a “facility use audit framework,” which the company describes as “a diagnostic tool that reveals cost, risk and underperformance.”
The national governance standard also includes frequently asked questions, case studies and other resources for school boards.
“We require annual reporting, including an estimate of total subsidization. We make cost recovery the governing philosophy [and] move away from ‘nonprofit’ as the trigger for discounts, because that’s the wrong proxy for public benefit. And we separate policy into layers — board-level rules, administrative regulations, and site-level guidance — so principals aren’t left to invent their own rules,” Allen said.
Even as in-person classes return post-pandemic, online courses haven’t gone away. In fact, many students still opt for online learning because of the flexibility it offers. But one thing is clear: not all online courses are created equal, and one of the biggest differences lies in something many instructors overlook: the course webpage.
Whether you’re using Brightspace, Canvas, or Moodle, how you design your course webpage can make or break your students’ experience. Based on our systematic review of recent studies on online learning and student satisfaction, here’s what we learned—and how you can apply it in your own teaching.
Why Course Webpages Matter More Than You Think
Students form impressions about your course page in less than a second (Lindgaard et al., 2006). If it’s cluttered, confusing, or bland, you might lose them before they even start the first lecture.
We reviewed research involving over 1,600 university students from seven countries. Across the board, students reported that a course webpage’s ease of use, usefulness, and visual appeal significantly influenced their satisfaction and engagement (Lazard & King, 2020; Younas et al. 2021).
How We Did the Research
To better understand what works in online course webpage design, we conducted a systematic review following PRISMA guidelines. Here’s what that looked like:
Databases searched: LearnTechLib, Omni (Carleton University), and reference lists from relevant papers
Keywords: “COVID,” “website,” “online learning,” and “pedagogy”
Inclusion criteria: Peer-reviewed, quantitative studies from 2020–2023, focused on higher education
Total included: 7 studies, 1,614 participants across Australia, China, South Africa, Lebanon, Pakistan, Malaysia, and the U.S.
Figure 1. PRISMA Flow Diagram for the Course Webpage Design Search
Practical Tips for Smarter Course Design
Below are research-based, practical tips instructors can use—that don’t require you to be a web designer. These ideas are easy to implement and can make a big difference.
1. Make Navigation a No-Brainer
Think of your course webpage like your storefront. If people can’t find what they need, they won’t stick around. This makes your life as an instructor harder: you will get more students with last-minute requests for accommodations, as well as students struggling with procrastination.
Use a consistent layout, organize materials by weeks or modules, and give each section clear, descriptive titles. Students should never have to hunt for a syllabus or lecture slides (Bachman & Stewart, 2011; Plous, 2000). I found that having a hyperlink directly on the first page of the course website, helped reduce the amount of student emails on syllabus-related questions (a joy).
Pro tip: Use drop-down menus and collapsible folders to reduce visual clutter.
2. Keep It Clean and Simple
Visual overload is real. Too many colours, clashing fonts, or random clipart can be overwhelming. Stick to a minimalist design with just enough contrast and white space to guide the eye. Use consistent font styles and colours to help students focus (Lazard & King, 2020).
Students reported feeling more satisfied when they could personalize their learning environment—for example, setting their own notification preferences or receiving automatic updates about grades and deadlines (Younas et al., 2021). If your platform allows it, show students how to use these features. Most announcement tools allows you to include the student’s name in the communication by using the code: {firstname} (e.g., Brightspace: https://community.d2l.com/brightspace/kb/articles/6105-automatically-customize-course-content-using-replace-strings). I cannot count the number of students who said they appreciated this customization of information.
Protip: Include a quick walkthrough video or FAQ page on how to customize settings.
4. Build Trust Through Transparency
Technology glitches can tank your credibility fast. Provide assessment submission confirmations, test your hyperlinks, and use clear, timely communication to reduce student anxiety (Hsu et al., 2022).
Protip: Create a “Tech Check” page with test links and troubleshooting steps.
From Theory to Practice: A Usability Framework
Our review supports the Technology Acceptance Model (TAM): a course site is more likely to be used—and liked—if students find it both easy to use and useful (Davis, 1989).
Figure 2. Adapted from “The Technology Acceptance Model (TAM) and its Application to the Utilization of Mobile Learning Technologies,” D. G. Mugo, K. Njagi, B. Chemwei, and J. O. Motanya, 2017, British Journal of Mathematics & Computer Science, 20, p. 4 (DOI: 10.9734/BJMCS/2017/29015). In the public domain.
But we also found that students valued more than just functionality. Our systematic review supported features like customization, organization, and aesthetic appeal as beneficial to student use of the course website (which contributed to higher grades and completion rates).
Quick Design Checklist
Feature
Example
Research Support
Clear navigation
Weekly modules, labeled folders
Bachman & Stewart, 2011
Aesthetic simplicity
Balanced colour palette, consistent fonts
Lazard & King, 2020
Customization
Notification settings, adaptable layout
Younas et al., 2021
Confirmation of actions
Email receipt of submissions
Hsu et al., 2022
Mobile compatibility
Testing on phones and tablets
Plous, 2000
Collaborate with Your Students
Want the best feedback on your course webpage? Ask your students. Mid-semester feedback surveys or co-design sessions can go a long way in improving usability (Yoshida & Thammetar, 2021). I have benefited from undergraduate student input, and these translated to higher ratings for my courses.
Bottom Line: Thoughtful Design = Better Learning
Course webpage design isn’t just about looking polished—our systematic review suggests it’s a key factor in student satisfaction and learning success. Students are more likely to engage when the site is:
Adaptable to their needs
Regularly maintained and updated
So we, as instructors, need to spend some time fine-tuning our websites. The good news is that once you do this for one course, many platforms offer cloning or importing, which makes it easy to transfer your work from one course to another.
If you’re feeling stuck, reach out to your campus teaching and learning centre, look at exemplars, or co-create the website with students. You don’t have to do it alone.
Dr. Kelly M. Babchishin is an assistant professor at Carleton University who specializes in forensic psychology. She teaches large undergraduate and graduate courses, many of which use online or hybrid formats.
Emma J. Holmes is a graduate student and teaching assistant at Carleton University (Department of Psychology). Emma is supported in part by funding from the Social Sciences and Humanities Research Council and the Ontario Graduate Scholarship.
Alexis G. Hinkson was an undergraduate student (Department of Psychology) at Carleton University and is now completing her law degree at the University of Ottawa. Alexis has served as a teaching assistant and was hired by Kelly Babchishin to assist her in course design and provided the student perspective.
References
Bachman, C. M., and C. Stewart. 2011. “Self-Determination Theory and Web-Enhanced Course Template Development.” Teaching of Psychology 38 (3): 180–88. https://doi.org/10.1177/0098628311411798.
Davis, F. D. 1989. “Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology.” MIS Quarterly 13 (3): 319–40. https://doi.org/10.2307/249008.
Hsu, P. S., E. M. Lee, and T. J. Smith. 2022. “First-Year Instructor’s Designing and Teaching an Online Undergraduate Engineering Course during the COVID-19 Epidemic.” Journal of Computers in Mathematics and Science Teaching 41 (3): 215–43.
Lazard, A. J., and A. J. King. 2020. “Objective Design to Subjective Evaluations: Connecting Visual Complexity to Aesthetic and Usability Assessments.” International Journal of Human-Computer Interaction 36 (1): 95–104. https://doi.org/10.1080/10447318.2019.1606976.
Lindgaard, G., G. Fernandes, C. Dudek, and J. Brown. 2006. “Attention Web Designers: You Have 50 Milliseconds to Make a Good First Impression.” Behaviour & Information Technology 25 (2): 115–26. https://doi.org/10.1080/01449290500330448.
Younas, A., C. M. N. Faisal, M. A. Habib, R. Ashraf, and M. Ahmad. 2021. “Role of Design Attributes to Determine the Intention to Use Online Learning via Cognitive Beliefs.” IEEE Access 9: 94181–94202. https://doi.org/10.1109/ACCESS.2021.3093348.
Yoshida, M., and T. Thammetar. 2021. “Education between GovTech and Civic Tech.” International Journal of Emerging Technologies in Learning 16 (4): 52–68. https://doi.org/10.3991/ijet.v16i04.18769.
Giving students equitable access to high-quality instruction and resources for becoming proficient readers will help inspire a love of reading and give them ownership in their own literacy development, according to a report from EdTrust.
States are making progress in promoting evidence-based reading, but more needs to be done for all students to become skilled and engaged readers, said Shayna Levitan, a P-12 policy analyst at EdTrust and author of the report. EdTrust is a nonprofit that promotes educational equity for students of color and students from low-income families.
“Every student has the right to read and to learn to read using rigorous, diverse instructional materials and the most effective instruction,” said Levitan in a July 29 statement.
Disappointing reading proficiency in recent years — as measured by exams like the National Assessment of Educational Progress — has led to many states adopting evidence-based reading policies such as science of reading frameworks. According to the Council of Chief State School Officers, most states had some type of law or policy addressing pre-K-12 literacy initiatives as of March 2024.
U.S. Education Secretary Linda McMahon has said literacy education is her No. 1 priority.
The EdTrust report recommends these six principles for states to advance equity in literacy:
Ensure instruction and curricula are evidenced-based. State literacy policies and implementation efforts should support schools with the adoption, implementation and continuation of evidence-based and culturally affirming instructional practices.
Have materials that connect to students’ identities and interests. Students who don’t see themselves authentically portrayed in learning materials are less likely to feel engaged and motivated to read, which can hinder their development of complex reading skills. EdTrust points out that efforts at the state and federal levels to restrict literature that reflects a variety of student cultures and experiences is “undercutting access to high-quality education, to the detriment of students’ literacy development.”
Tailor supports to students’ unique needs. Schools should provide early, targeted and differentiated interventions to students who require additional supports. Resources and interventions from qualified educators should be focused on multilingual learners, students with dyslexia and struggling older readers.
Begin literacy education at birth. States need to invest in high-quality and culturally responsive early education and family literacy programs. These supports can help young children gain pre-literacy skills.
Put resources toward supporting teachers. Teachers should have strong educator preparation supports, continuing professional development and on-the-job assistance so they are able to use evidence-based literacy instruction and interventions.
Don’t sideline families. Partnering with families can benefit students’ literacy skills development. This includes providing families accurate information about their child’s reading progress.
As school districts continue to seek new ways to enhance learning outcomes, Madison County School District represents an outstanding case study of the next-level success that may be attained by centralizing IT governance and formalizing procedures.
When Isaac Goyette joined MCSD approximately seven years ago, he saw an opportunity to use his role as Coordinator of Information Technology to make a positive impact on the most important mission of any district: student learning. The district, located in northern Florida and serving approximately 2,700 students, had made strides towards achieving a 1:1 device ratio, but there was a need for centralized IT governance to fully realize its vision.
Goyette’s arrival is noted for marking the beginning of a new era, bringing innovation, uniformity, and central control to the district’s technology infrastructure. His team aimed to ensure that every school was using the same systems and processes, thereby advancing the students’ access to technology.
Every step of the way, Goyette counted on the support of district leadership, who recognized the need for optimizing IT governance. Major projects were funded through E-rate, grants, and COVID relief funds, enabling the district to replace outdated systems without burdening the general fund. MCSD’s principals and staff have embraced the IT team’s efforts to standardize technology across the district, leading to a successful implementation. Auto rostering and single sign-on have made processes easier for everyone, and the benefits of a cohesive, cross-department approach are now widely recognized.
To successfully support and enable centralization efforts, Goyette recognized the need to build a strong underlying infrastructure. One of the key milestones in MCSD’s technology journey was the complete overhaul of its network infrastructure. The existing network was unreliable and fragmented in design. Goyette and his team rebuilt the network from the ground up, addressing connectivity issues, upgrading equipment, and logically redoing district systems and processes, such as the district’s IP network addressing scheme. This transformation has had a positive impact on student learning and engagement. With reliable connectivity, students no longer face disruptions.
The implementation of an enterprise-grade managed WAN solution has further transformed the educational experience for MCSD’s students and educators, serving as the backbone for all other technologies. Goyette’s innovative co-management approach, coupled with his deep understanding of network topology, has enabled him to optimize the resources of an experienced K-12 service provider while retaining control and visibility over the district’s network.
New School Safety Resources
Another significant milestone MCSD has achieved is the successful deployment of the district’s voice system. This reliable phone system is crucial for ensuring that MCSD’s schools, staff, and parents remain seamlessly connected, enhancing communication and safety across the district.
Goyette’s innovative leadership extends to his strategies for integrating technology in the district. He and his team work closely with the district’s curriculum team to ensure that technology initiatives align with educational goals. By acting as facilitators for educational technology, his team prevents app sprawl and ensures that new tools are truly needed and effective.
“Having ongoing conversations with our principals and curriculum team regarding digital learning tools has been critical for us, ensuring we all remain aligned and on the same page,” said Goyette. “There are so many new apps available, and many of them are great. However, we must ask ourselves: If we already have two apps that accomplish the same goal or objective, why do we need a third? Asking those questions and fostering that interdepartmental dialogue ensures everyone has a voice, while preventing the headaches and consequences of everyone doing their own thing.”
MCSD’s IT transformation has had a profound impact on student learning and engagement. With reliable connectivity and ample bandwidth, students no longer face disruptions, and processes like single sign-on and auto account provisioning have streamlined their access to educational resources. The district’s centralization efforts have not only improved the educational experience for students and educators but have also positioned Madison County School District as a model of success and innovation.
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Jesus Peña, UDT
Jesus Peña serves as Executive Vice President and Chief Experience Officer (CXO) at UDT, where he leads customer-focused innovation and strategic growth initiatives. With a career spanning leadership roles in sales, service delivery, and executive management, he brings a proven ability to align technology with business outcomes. Prior to joining UDT, Jesus held senior positions at leading technology firms including Cisco, Modcomp, R2 Technologies, and Dimension Data, and co-founded Davocom One. Known for his people-first leadership and passion for delivering meaningful experiences, he consistently drives value for clients across public and private sector organizations. He may be reached at [email protected].
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A torrent of controversy has erupted over the Trump administration’s decision to shutter the federal Department of Education. Critics howl that it will destroy public education in America. Supporters insist it will somehow make things better.
The only thing that’s clear is that our public education system is broken. It’s time for politicians to stop using education as a political football, with blue and red teams competing for control rather than sharing the responsibility to prepare our children for their futures.
The resulting chaos and confusion and rigid policies choke the joy out of learning and of working in our schools. Insufficient attention by leaders to education culture can result in fear and distrust, turf wars and a tendency to blame and make excuses for a lack of progress.
Such behaviors produce a toxicity that disables learning and disempowers leadership. Instead of increasing our nation’s economic prosperity, we’re deepening inequality, limiting opportunity and sadly wasting the potential of many children, on whose ability to thrive our country depends.
Poor work conditions, insufficient support, inadequate pay and limited career opportunities are among some of the reasons teachers are leaving and schools are struggling to attract top talent. Reductions in funding from the Great Recession through the present render our facilities dangerous in some instances and unwelcoming in others. Would you buy a house with barbed wire fencing and unkempt grounds that make you wonder whether the aim is to keep something out or in?
What should we do to change what is going on inside our schools?
We must first of all start working together to make our public schools great places to teach and learn.
Great places to work and learn are places that are well led, fueled by purpose and guided by shared, positive behaviors that advance learning goals and serve as “rules of the road” for how employees and students are expected to behave.
In great schools, employees, students and families are respected and valued. Leaders in great schools inspire their employees — all of them — to do more than they think they can. Employees align behind the purpose of enabling learning, which creates momentum and camaraderie for what they are working to attain together.
In great schools, leaders inspire their communities to join them in cheering for and supporting kids’ future successes. Families, no matter their socioeconomic status, feel a sense of belonging.
Problems are perceived as opportunities to get better, not sources of indiscriminate blame. Solutions are found by looking in the mirror first. External threats to learning, such as poverty or parents’ underemployment, are acknowledged and addressed. Schools don’t dodge their responsibility to educate all kids.
In great schools, kids are known by caring employees; they feel seen and heard and are deeply engaged and invested in their learning.
Every employee working in a great school district feels responsible for achieving the district’s mission, no matter whether they work inside or outside of the classroom.
When kids return after being absent, employees welcome them back, tell them they were missed and focus on catching them up. They do not judge the constraints of their families’ lives or mete out punishment as though missing school is a crime.
Great places to learn must also be great places to work. We must reframe our concept of schools as not just places where kids learn. Great places to work care about the needs of all the human beings in their care, including and especially their employees.
“To win in the marketplace, you must first win in the workplace,” Douglas R. Conant, former Campbell Soup Company CEO famously said. He knew what is becoming clearer within our public school systems — that unhappy, unfulfilled employees lead to high turnover, disengagement by students and staff and disaffected families turning to alternative educational offerings.
It is no secret that attracting and retaining top talent to work in our schools is increasingly difficult as employees seek more stability. Attracting younger workers is even more difficult.
Many of those who currently work in schools, especially teachers, are stressed, burned out and dissatisfied. Being stressed and burned out is not a normative experience; it’s a symptom of a weak culture, and an organizational problem to be solved. And employee turnover is no longer limited to teachers. There are increasing vacancies among principals, bus drivers and food service and facilities staff.
The quality of the experiences of employees working in our schools must be higher. Every point along the employee experience continuum, from applying for a job to choosing to leave, is an opportunity to deepen employee engagement and commitment to being a high performer.
We can fix what we have broken. Thinking differently about making our public schools great places to work and learn is a good place to start. No policy changes are required to demonstrate concern for the human beings the system employs and seeks to educate.
Etienne R. LeGrand is a thought leader, writer and culture-shaping strategist and adviser at Vivify Performance.
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Phillip Levine, an economics professor at Wellesley College, has been studying college financial aid and students’ higher ed spending habits for more than a decade. When his children first started applying to college about 15 years ago, he was amazed by how difficult it was to get a clear answer on how much it was really going to cost them—and he was a trained economist.
Imagine, he thought, how the average family felt reading through interminable webpages and offer letters explaining the detailed price breakdowns, differences in tuition and fees, added expected costs, and loans versus grants. Then he tried to imagine how parents who’d never gone to college might feel.
Since then, Levine has worked on a number of college cost transparency initiatives. His most recent project is the Instant Net Price Estimator, a streamlined digital tool that he hopes will make it easier for colleges to break through the noise and deliver a clear estimate to families.
As public skepticism about the value of a postsecondary degree grows and $100,000 sticker prices make front-page news, colleges are in the market for a simple way to let families know that their degrees can be affordable. Washington University in St. Louis became the first institution to adopt the tool and served as a kind of pilot program this application cycle. Interest from colleges has grown swiftly: This fall, an additional 19 institutions will introduce Levine’s calculator on their websites, and he anticipates that number will triple next academic year.
Levine spoke with Inside Higher Ed about his new tool, how low-income students get stuck in the financial aid “funnel” and how colleges can be better communicators in a time of widespread public distrust of higher ed. The conversation has been edited for length and clarity.
Q: Walk me through the genesis of this idea. What were you hoping to achieve?
A: I don’t think it’s a state secret that college pricing is complicated. If you go to any college website and look at the financial aid webpage, there’s tons of stuff there trying to explain how much they charge, but they overshoot it in terms of what people are looking for. You’re taking a high school kid and their family and giving them a Ph.D.-level course in financial aid. Not surprisingly, they don’t usually get it.
I think about the admissions process like a funnel: You give me a little information, I’ll give you a basic answer that’s pretty imprecise. You give me more information, I’ll give you a better answer that’s a little more precise. You can keep going down the process until eventually, you know, ultimately you fill out the FAFSA or the CSS Profile.
To maximize access, that funnel needs to have a very wide mouth at the top; in financial aid language, what that means is you need to communicate extremely quickly to as wide an audience as possible that college is not $100,000. It doesn’t even matter exactly what it is. But if you can’t get people off of the ledge at the $100,000 number—the mainstream media puts out stories all the time that college costs a million dollars a year, so their perception is that it’s extremely expensive. All you want them to do at the beginning stages is to be like, “Hey, maybe this is something I can afford.” Then you need to lead them through the rest of the funnel.
Phillip Levine
Ultimately, the financial aid process really is complicated because we have this concept of what a family can afford to pay, and there’s no right answer to that question, but we have all these complicated formulas that are trying to find it anyway. Over time, colleges have been trying to do a better job of getting past that point, just not very successfully. What I’ve been working on for the last 10 or 15 years is to make an easier entry point, and this tool is even higher up the funnel than what I’ve been working on in the past.
It takes three seconds to get a sense of what college is going to cost you, and in particular to get you over that hurdle that it’s probably not $100,000. My goal is within a matter of literally a few seconds to give people a sense that college is very unlikely to be as expensive as they fear. And then you can start having a more substantive conversation. Otherwise, you close the door on the poor kids, way before they’re into the process.
Q: Colleges have been trying to do this kind of thing on their own for a while. What makes your tool an improvement on institutional efforts?
A: Colleges understand that this is a problem. But to be quite honest, the only people who actually understand the way the financial aid system works are the people in the financial aid office, and they don’t speak English, so to speak. It’s an unbelievably complicated process, very complex, and now they have to explain it to a regular person, and they can’t do that. It’s not their fault; they try, they’re just not successful. There’s a handful of people in the admissions office who understand it, too, but not many. And once you get past those two audiences, nobody else at the college understands it, including the public affairs people.
I got started on this because when my kids were looking at colleges, I just wanted to know whether I was eligible for any financial aid, yeah. And I realized how unbelievably hard it was to figure it out. Back then [around 2010] it was actually impossible to figure out. Things have evolved a lot since then.
Q: Like you said, there are other tools out there now. What makes this one different?
A: I’m just trying to push it to the next stage of development. I’m an economist; I can speak geek as well as anyone. But as I started doing this, I’m learning more and more about how you sell a product, which is basically what you’re doing with college cost. I’m realizing how little time you have to communicate a message.
I’m in a weird position, because I’m doing the research on the pricing issues, and I’m developing the tools. It was in one of the Brookings [Institution] papers I wrote when these ideas were just kind of coming together and we were thinking about how you do the graphics. And it just kind of came together that we can visually display this information in a simulator, what I really refer to as a simple game. So I thought, if I can do it for a Brookings paper, why can’t I do this for a school or a family? And about that time, Washington University [in St. Louis] came to me looking for assistance on some other issues, and I pitched this to them, and they bought into it. So they paid for the development, and it’s been up and running there since December. If you go to most schools’ webpages, including my own, there’s stuff there, but you gotta read forever. And you know as well as I do that nobody reads that much anymore.
That’s what I’m trying to accomplish with this: just get the ball rolling with something that speaks to where students are.
A demo version of Levine’s Instant Net Price Estimator, which can be customized to fit colleges’ specific needs and profiles.
Screenshot from myintuition.org
Q: I assume the calculator doesn’t factor in things like merit aid?
A: You want it as simple as possible. So you just slide your input and it essentially just tells you what the average cost is going to be for you based on income, and tells you the range, which may be very broad. At Washington University, they don’t give a lot of merit aid, so, like, it would not be a big deal there, but at schools that do a lot of merit aid, that range could also include merit. They can factor that into the calculator.
But mainly, you just want the light bulb to go off of, “Oh, maybe I can afford this.” And then maybe they’re willing to go spend some time reading instead of getting scared off right from the start. Their initial instinct is, there’s no way I can afford to go to Washington University. And it’s the school’s job in terms of marketing to communicate to people. The problem, in my mind, is that the door is closed so early for so many people that you need to be able to just let them get through that first door in the process. There’s still a lot of hurdles you have to get through after that, yeah, but if you don’t make it through the first one, you don’t even approach any of the others.
Q: There’s been legislation introduced at the federal level and passed in many states to mandate that colleges take certain steps toward cost transparency. Do you think there’s a good understanding of what that takes among policymakers?
A: Clearly, policymakers have figured out that transparency is an issue, and they’re right. But their intentions are often better than their proposals. The net price calculator law [a federal law mandating institutions include a price calculator on their websites by 2011], for instance, was very well intended. But it’s easy to see the big picture problem; to then come up with a solution that actually works, you have to have a little bit more inside baseball. The net price calculator law is a perfect example. It was so well intended, they completely had the right idea, and they blew it. I obviously don’t know all of the details of all the different state laws, but I’ve seen proposals, and generally I look at them and go, right idea, wrong solution.
Q: Have there been any good policy solutions?
A:The College Cost Transparency Initiative. It’s much better if the schools can fix this problem on their own, because they know what they’re doing. It’s a tiny step, and you have to already apply and get accepted before you get your letter. And then it tells you, in a more clear way than it used to. It’s lower on the funnel, really at the bottom. But it’s a good step.
[Levine later clarified that he sat on the technical advisory committee for the CCTI.]
Q: Has there been a lot of interest in your instant price calculator from other colleges? And what kinds of colleges seem to be most invested in these transparency efforts?
A: Nineteen more colleges will roll it out in the fall. It’s a small range right now, from relatively wealthy to very wealthy. I think at the very high end of higher ed, the Ivies and such, where they have a lot of money to spend on financial aid, they’re trying to increase access in a very direct way. It is good for them to enroll more lower-income students from a public relations perspective. And I think every school wants to do the right thing. But as you stray from the very top of the spectrum, there’s also an interest in simply increasing enrollment, where they don’t want to be turning away students because they think they can’t afford it when they can. They’re just looking for more students, especially because there’s fewer kids. So the ability to open the door to as many kids as possible at this moment has appeal.
After 13 years of testing higher-order active learning modalities in the classroom, collecting data, building a database, and analyzing student learning results in bi-annual principles of marketing classes, my colleague and I saw two important results emerge. First, all students, regardless of their SES (socio-economic status) standing, showed significantly higher levels of retained learning than the control group which used the time-honored lectures, basic active learning techniques, and case approaches. Secondly, of greater importance, lower-level SES students showed significantly higher retained learning than the general student population. In surveying the literature, significant results have been reported for all students, but not significantly higher than the norm for lower-level SES students.
In the beginning, we decided to build a database measuring what might work better than the currently accepted flipped classroom concept. This step was taken especially since it became more difficult for me over the years in the classroom to keep today’s device-driven students focused beyond 10 seconds or less on an assigned major concept for each of my fifty-minute classes. Retained learning was there but not at the expected levels. In the last 15-20 years as a college professor, especially in marketing and management courses, I have struggled to keep students’ attention, keep them engaged, and keep them on the desired path to improved retained learning of the important course concepts. Fortunately, the classic lecture format, “we speak-you listen”, was replaced years ago by variations of the flipped classroom—students read and studied course content on their own and came to class ready to discuss the major components and issues of what was being studied. However, in this environment, professors must also demonstrate how to apply major concepts to actual problems.
What are the Necessary Steps to Specifically Help SES Students?
We started with guidance from Jean Piaget’s Constructivist Learning Theory, “a process of constructing knowledge based on experience” which embraced active learning modalities as viable examples of the theory. In doing so, we were able to proceed to acceptable testing for TBL/PjBL (Task-Based Learning/Project-Based Learning), simulation, and TBL/PjBL aspects of active learning. With the promise of significantly improving student retained learning experiences, we proceeded to apply the processes to the major classroom concepts under study, connecting them to relevant, firsthand, rigorously applied applications. The best results came from the highest order TBL/PjBL combined modalities where teams chose their own community service projects,
How do you start this process? Some form of testing should be considered if such modalities have not been tried in the past. While our data collection was for entry level classes to a major, it is not recommended that you do that. For that class level, I recommend the simulation modality as offered by some of the major publishers. In addition, we found that problem-based learning, using specific real -world problems, did not work well in my classes as every semester had a different local problem supplied. I also realized that any single problem assignment for the semester in the PjBL format could not be stretched to cover all the semester’s major concepts in the discipline.
Here is a basic framework for using simulation or the TBL/PjBL combination in certain marketing, management, and other related business classes as examples:
1. Choose a Familiar Visualization
To start with, for any principles or like-named introductory classes in the major, regardless of how you introduce the higher order modalities, it is important that you choose a visualization for students to use in their application exercises. In marketing, I use a bookbag (backpack) because of the obvious student familiarity. In management, it might be a company. In sociology, it might be a defined demographic group. In picking a visualization, make sure students have experience with it as a necessary knowledge base on which to build their applications for greater retained learning. This step is essential in all forms of active learning, especially in the higher order modalities. Even though current generational students resist group work, I encouraged them to team up with a study partner (for experience) where they can help each other with content, application, and reporting (even though all submissions must be individual and not just copied from their partner).
If you do not have experience with simulation or TBL/PjBL, it is strongly recommended to test the various forms in a segment of the course, such as in the last four weeks. The easiest way to start this segment is to use a graded, flipped simulation where students apply the application outside of class in that timeframe, with you testing the applied learning results using one concept per week. The way I did this was to have each student submit a written weekly ¾ page minimum response showing how they applied that week’s concept. This will require extra work for you, but the results should be enlightening to your teaching success along with problem areas that should be addressed.
If you choose just simulation, McGraw Hill, for example, uses 8-10 application-based activities (called ABAs) for critical inclusion at set times throughout the semester. Because of the lack of student experience in a general business operation, I allowed three tries at each activity before posting a student’s grade. Two weeks before the end of the semester, I offered students extra credit if they ran the whole marketing process to sell backpacks. Anecdotally, adding TBL/PjBL modalities were too much for them to manage and there was too much group conflict. Thus, a month of individual response classes could be considered a capstone for the class. Now, with the introduction to generative AI, you will now need to review how to let the students use it as a source, just like Google or any other such media; however, be sure to have them quote their source along with properly noting with exact quotes for any AI content used as presented.
For your classes at upper levels such as marketing communications and consumer behavior, use the combined higher order active learning TBL/PjBL model. On the first day of class, define the visualization requirement; however, this will be different for each group as they choose their project. Next, in that same class period, note that they will be working in groups for their TBL/PjBL project with each formed group confirmed by you two weeks in. Define the group size as no more than four students; no less than two students if necessary (class size, resistance etc. may impact choices). Even if you have used or are familiar with higher order modalities in the classroom, you should review the most current literature on how and why components of cooperation must be included (which includes collaboration) and what constitutes an effective TBL/PjBL group. My colleague and I have found that TBL/PjBL projects worked better if developed, designed, and implemented by each student team and with our professorial guidance.
I suggest that you review the details on why the community service project is best, starting with Kuh, Kinzie, Schuh, and Whitt (2005) who first mentioned this approach and recognized its benefits, and Kuh (2008) who expanded on them. See also von Freymann and Cuffe (2020) for six reasons to choose community service projects. Our university has been quite pleased with the outcomes and publicity—along with a sizable donation to one of our schools as a thank you.
2. Form Intentional Teams and Track Achievement Data
Be sure to devise measurement methods for data collection from the start of class to record and compare lower-level SES student achievement versus non-lower-level SES student achievements. Allowing groups to form on their own may not allow for using all the aspects of higher-order cooperation. As an aside: Group composition is often the most difficult step in upper-level classes as many may have their friends in class and who they feel more comfortable working with. A class vote has not worked in the past, so you need to consider setting up the teams yourself guided by your experience with these students and their posted GPAs. You will get some pushbacks, but you should explain in class at the beginning of the semester why this will work better for everyone in the end.
3. Syllabus Inclusions
Syllabus inclusions—promise and provide proper guidance throughout the semester with individual teams outside of class. Also review situations and/or results in class that apply to all the groups’ efforts. Once decided, be sure to update your syllabus with the revised details of what’s expected, how to do it, and what graded parts will be needed.
From the beginning, it’s important to clearly explain in your syllabus how the process will be conducted and assessed, including the required written submissions and final presentation for all higher-order modality applications. For TBL/PjBL, part of the process should require a group response of what was found in the literature review. This will help support the plan recommendation in the final written document and presentation. (Students in the simulation classes should be assigned some individual concept research as well to help them get used to using other sources.) Due to the added student workload, the team research should be submitted by mid-semester for acceptance and separate grading by the professor. Each team member must submit three to five supporting articles with an assessment of how it will help the planning process.
Using the tenants of Constructivist Theory for support, explain to students how the theory should work for them and remind them throughout the course to focus on what they might know, can vicariously relate to, and what they have adapted to, as their base experience in learning the course core concepts as they are revealed by you throughout the semester.
Dr. von Freymann spent thirty years in advertising and marketing as a practitioner working with many companies from high tech to consumer products, national to local. Moving on, Jeff earned an MBA and DBA, each with a marketing emphasis and spent the later part of his career teaching, settling at Wingate University as an associate professor. Using his business experience, he was able to show students how the business process works and why it’s essential for them to be able to apply that learning after graduation.
