The evaluation team collected general data on states' Common Core efforts by reviewing recent news articles, journals, online documents, and systems-change literature. Using this knowledge base, the team drafted driving research questions for this final report that focused on exploring how states' higher education systems are involved in standards efforts today, including aligning course sequences, updating placement policies, and supporting faculty awareness of college readiness standards. These research questions informed an interview protocol through which the team engaged several Core to College states in semi-structured conversations.

The WestEd team spoke by phone with key Core to College contacts from seven of the Core to College states: Colorado, Hawai'i, Kentucky, Louisiana, Massachusetts, Oregon, and Washington. These individuals (many held the title of Alignment Director under the grant) had been part of the Core to College work and, for the most part, are still involved in work that has evolved from the initiative. The other four states involved in the initiative did not have applicable staff for the team to speak with.

This report uses a case-study approach to describe how three of the Core to College states -- Washington, Hawai'i, and Louisiana -- continue their Core to College–initiated efforts of aligning K–12 and postsecondary education systems to better prepare students for college. The case studies include details about key components of each state's respective Core to College work, including the state's history with systemschange efforts in education; key staff and organizations that "championed" the Core to College efforts and promoted cross‑system collaboration; specific strategies used to align the state's K–12 and higher education systems; the state's approach to standardized assessments and course-placement policies; and key outcomes of the Core to Collegerelated efforts.

In response to research showing the critical role that teachers play in student learning and the inadequate job that districts have historically done judging teachers' effectiveness, the Bill & Melinda Gates Foundation launched the Intensive Partnerships for Effective Teaching initiative. The initiative involves three school districts (Hillsborough County Public Schools [HCPS] in Florida, Memphis City Schools [MCS] in Tennessee,1 and Pittsburgh Public Schools [PPS] in Pennsylvania) and four charter management organizations (CMOs) based in California (Aspire Public Schools, Alliance College-Ready Public Schools, Green Dot Public Schools, and Partnerships to Uplift Communities Schools). These sites have worked over a multiyear period to align teacher evaluation, staffing, professional development, compensation, and careerladder policies to boost teaching effectiveness and increase low-income minority (LIM) students' access to effective teaching.2 The initiative's goal is dramatic gains in student achievement, graduation rates, and collegegoing, especially for LIM students. At the core of these changes is each site's adoption of a definition of effective teaching and development of a rigorous measure of effectiveness that combined classroom observation, gains in student achievement, and other factors to rate every teacher. Each site used its vision of effective teaching and the new evaluation metrics to improve its management of its teacher workforce, including hiring, placement, professional development and support, compensation, retention, and career advancement.

In response to research showing the critical role that teachers play in student learning and the inadequate job that districts have historically done judging teachers' effectiveness, the Bill & Melinda Gates Foundation launched the Intensive Partnerships for Effective Teaching initiative. The initiative involves three school districts (Hillsborough County Public Schools [HCPS] in Florida, Memphis City Schools [MCS] in Tennessee,1 and Pittsburgh Public Schools [PPS] in Pennsylvania) and four charter management organizations (CMOs) based in California (Aspire Public Schools, Alliance College-Ready Public Schools, Green Dot Public Schools, and Partnerships to Uplift Communities Schools). These sites have worked over a multiyear period to align teacher evaluation, staffing, professional development, compensation, and careerladder policies to boost teaching effectiveness and increase low-income minority (LIM) students' access to effective teaching.2 The initiative's goal is dramatic gains in student achievement, graduation rates, and collegegoing, especially for LIM students. At the core of these changes is each site's adoption of a definition of effective teaching and development of a rigorous measure of effectiveness that combined classroom observation, gains in student achievement, and other factors to rate every teacher. Each site used its vision of effective teaching and the new evaluation metrics to improve its management of its teacher workforce, including hiring, placement, professional development and support, compensation, retention, and career advancement.

In response to research showing the critical role that teachers play in student learning and the inadequate job that districts have historically done judging teachers' effectiveness, the Bill & Melinda Gates Foundation launched the Intensive Partnerships for Effective Teaching initiative. The initiative involves three school districts (Hillsborough County Public Schools [HCPS] in Florida, Memphis City Schools [MCS] in Tennessee,1 and Pittsburgh Public Schools [PPS] in Pennsylvania) and four charter management organizations (CMOs) based in California (Aspire Public Schools, Alliance College-Ready Public Schools, Green Dot Public Schools, and Partnerships to Uplift Communities Schools). These sites have worked over a multiyear period to align teacher evaluation, staffing, professional development, compensation, and careerladder policies to boost teaching effectiveness and increase low-income minority (LIM) students' access to effective teaching.2 The initiative's goal is dramatic gains in student achievement, graduation rates, and collegegoing, especially for LIM students. At the core of these changes is each site's adoption of a definition of effective teaching and development of a rigorous measure of effectiveness that combined classroom observation, gains in student achievement, and other factors to rate every teacher. Each site used its vision of effective teaching and the new evaluation metrics to improve its management of its teacher workforce, including hiring, placement, professional development and support, compensation, retention, and career advancement.

This interim report presents estimates of the overall effect that the Bill & Melinda Gates Foundation's Intensive Partnerships for Effective Teaching initiative has had on student outcomes through the 2013– 2014 school year. The aim of the initiative is to encourage and support strategic human-capital reforms that are intended to improve the ways in which "teachers are recruited, evaluated, supported, retained, and rewarded" (Bill & Melinda Gates Foundation, 2011). The cornerstone of the reform is the development and implementation of teacherevaluation systems that are based on student achievement growth; structured classroom observations by principals or trained peers; and other inputs, such as student or parent surveys. These evaluations are used to guide personnel practices in three broad areas—staffing, professional development, and compensation and career-ladder decisions—with the goal of giving every student access to highly effective teachers. Staffing practices include such activities as expedited recruiting and incentivizing effective teachers to work in high-need schools; professionaldevelopment practices include feedback, coaching, and mentoring related to teachers' identified strengths and weaknesses; and compensation practices include monetary rewards for effective teachers and incentives for teaching in high-need positions.

This initiative is being implemented in sites that the foundation chose, including three large urban districts and four charter management organizations (CMOs) that are a part of the College-Ready Promise. The districts are Hillsborough County Public Schools (HCPS) in Florida, Memphis City Schools (MCS) in Tennessee,2 and Pittsburgh Public Schools (PPS) in Pennsylvania. The CMOs are the Alliance College-Ready Public Schools, Aspire Public Schools, Green Dot Public Schools, and Partnerships to Uplift Communities Schools. All sites have implemented most of the elements of the initiative to some degree, although there is variation by site. Enough change has occurred that it is reasonable to test whether there is evidence of improved students' outcomes. This report does not include results for any of the CMOs because student achievement data for the 2013–2014 school year are not available in California, where most of these schools are located.

This interim report presents estimates of the overall effect that the Bill & Melinda Gates Foundation's Intensive Partnerships for Effective Teaching initiative has had on student outcomes through the 2013– 2014 school year. The aim of the initiative is to encourage and support strategic human-capital reforms that are intended to improve the ways in which "teachers are recruited, evaluated, supported, retained, and rewarded" (Bill & Melinda Gates Foundation, 2011). The cornerstone of the reform is the development and implementation of teacherevaluation systems that are based on student achievement growth; structured classroom observations by principals or trained peers; and other inputs, such as student or parent surveys. These evaluations are used to guide personnel practices in three broad areas—staffing, professional development, and compensation and career-ladder decisions—with the goal of giving every student access to highly effective teachers. Staffing practices include such activities as expedited recruiting and incentivizing effective teachers to work in high-need schools; professionaldevelopment practices include feedback, coaching, and mentoring related to teachers' identified strengths and weaknesses; and compensation practices include monetary rewards for effective teachers and incentives for teaching in high-need positions.

This initiative is being implemented in sites that the foundation chose, including three large urban districts and four charter management organizations (CMOs) that are a part of the College-Ready Promise. The districts are Hillsborough County Public Schools (HCPS) in Florida, Memphis City Schools (MCS) in Tennessee,2 and Pittsburgh Public Schools (PPS) in Pennsylvania. The CMOs are the Alliance College-Ready Public Schools, Aspire Public Schools, Green Dot Public Schools, and Partnerships to Uplift Communities Schools. All sites have implemented most of the elements of the initiative to some degree, although there is variation by site. Enough change has occurred that it is reasonable to test whether there is evidence of improved students' outcomes. This report does not include results for any of the CMOs because student achievement data for the 2013–2014 school year are not available in California, where most of these schools are located.

This interim report presents estimates of the overall effect that the Bill & Melinda Gates Foundation's Intensive Partnerships for Effective Teaching initiative has had on student outcomes through the 2013– 2014 school year. The aim of the initiative is to encourage and support strategic human-capital reforms that are intended to improve the ways in which "teachers are recruited, evaluated, supported, retained, and rewarded" (Bill & Melinda Gates Foundation, 2011). The cornerstone of the reform is the development and implementation of teacherevaluation systems that are based on student achievement growth; structured classroom observations by principals or trained peers; and other inputs, such as student or parent surveys. These evaluations are used to guide personnel practices in three broad areas—staffing, professional development, and compensation and career-ladder decisions—with the goal of giving every student access to highly effective teachers. Staffing practices include such activities as expedited recruiting and incentivizing effective teachers to work in high-need schools; professionaldevelopment practices include feedback, coaching, and mentoring related to teachers' identified strengths and weaknesses; and compensation practices include monetary rewards for effective teachers and incentives for teaching in high-need positions.

This initiative is being implemented in sites that the foundation chose, including three large urban districts and four charter management organizations (CMOs) that are a part of the College-Ready Promise. The districts are Hillsborough County Public Schools (HCPS) in Florida, Memphis City Schools (MCS) in Tennessee,2 and Pittsburgh Public Schools (PPS) in Pennsylvania. The CMOs are the Alliance College-Ready Public Schools, Aspire Public Schools, Green Dot Public Schools, and Partnerships to Uplift Communities Schools. All sites have implemented most of the elements of the initiative to some degree, although there is variation by site. Enough change has occurred that it is reasonable to test whether there is evidence of improved students' outcomes. This report does not include results for any of the CMOs because student achievement data for the 2013–2014 school year are not available in California, where most of these schools are located.