This "First Look" presents findings from the Integrated Postsecondary Education Data System (IPEDS) fall 2005 collection, which included two survey components: Institutional Characteristics for the 2005-06 academic year, and Completions covering the period July 1, 2004, through June 30, 2005. These data were collected through the IPEDS…

This volume has four main goals. The first is to establish a historical perspective on the development of the for-profit sector in the United States. In most contemporary writing, the phenomenon is treated with only cursory attention to the antecedents of the institutions seen today. Although much is new about the current era, much is familiar,…

This directory of accredited private home study schools lists 152 schools which have met the following standards set by the National Home Study Council: competent faculty; educationally sound and up-to-date courses; careful screening of students for admission; satisfactory educational services; demonstration of ample student success and…

This directory of accredited private home study schools lists 137 schools which have met the following standards set by the National Home Study Council: competent faculty; educationally sound and up-to-date courses; careful screening of students for admission; satisfactory educational services; demonstration of ample student success and…

This directory of Accredited Private Home Study Schools, Fall, 1969 lists the 120 schools which have met the following standards set by the National Home Study Council: (1) competent faculty; (2) educationally sound and up-to-date courses; (3) careful screening of students for admission; (4) satisfactory educational services; (5) demonstration of…

The hypothesis that community colleges compete with postsecondary proprietary schools is tested by a secondary analysis of the National Longitudinal Study of the High School Class of 1972. The findings demonstrate that the two types of institutions draw from different populations. Thus the hypothesis of competition is rejected. (Author)

Offers a status report on profitability and expansion trends in the day care market over the past several years. Provides a list of the 50 largest proprietary day care organizations in the USA. Discusses projections for growth, and stresses that staffing will continue to be a major problem. (RWB)

This paper is a part of an ongoing empirical, multi-modal comparative investigation into corporate universities in the US and the UK, the first stage of which was reported in Walton and Martin (2000). This second stage consists of an in-depth comparative study of the aims and objectives of corporate universities in the UK and US compared to…

Describes how for-profit education companies are taking their turf battle overseas by buying colleges and creating networks with local partners. (EV)

Describes the New England Institute of Technology in Warwick, Rhode Island, which provides all types of training for major southeastern New England companies and a number of government agencies. Includes information on identifying strengths, making contacts, assessing the training, using graduates, networking, marketing strategies, and developing…

To help reduce the student loan default, the Default Management Initiative was developed. This project was designed to provide private career schools with the information, training, and tools needed to address the problem at the local level. (JOW)

Describes the student loan default management plan of the Art Institutes. The plan includes a student financial plan worksheet, a student financial planner, and activities for students regarding their loan responsibilities. (JOW)

Although the primary mission of proprietary schools is to train students for immediate employment, there is evidence that they also help students develop in more general areas. Public and proprietary schools have about the same rate of completions, job placements, and earnings. (JOW)

Offers lessons for non-profit colleges and universities from for-profit schools: (1) establish a professional cost accounting system; (2) think of foundations as funding partners; (3) increase retention; (4) market to students as customers; and (5) promote the college as a brand. (EV)