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Amplify Learning Index Name of Organization Page Number 1. America Forward 3 2. Amplify learning 8 3. Carney Labs, LLC 15 4. Center for 21st Century Universities (C21U), Georgia Institute of Technology 17 5. CSMlearn 24 6. Digital Learning Now! & Getting Smart 33 7. Digital Promise 50 8. GlassLab 62 9. Innocentive 63 10. Power Up to Level Up 67 11. Los Alamos National Laboratory, Math & Science Academy 73 12. Luminary Labs 82 13. Monitor Deloitte 93 14. Rinat Sergeev 96 15. National AIM Center, CAST, Inc. 99 16. Opportunity Nation 101 17. Quantum Simulations, Inc. 102 18. Social Finance, Inc. 110 19. The Deeply Digital Coalition 126 20. National Center for Research on Evaluations, Standards, and Student Testing (CRESST) 138 21. University of Massachusetts-Amherst; Arizona State University; Ohio State University; University of Virginia; Aldo Ventures, Inc. 142 22. Waterford Institute 145 23. XPRIZE Foundation 148 24. Richard Larson, MIT 153 25. Society for Design and Process Science 154 26. The Wealth Factory 196 27. Drs Paul Stephen and Arthur Murray 198 28. Center for Career Freedom 200 29. Eagle Ridge Academy 201 30. Fairfax County Council of PTAs 202 31. italki.com 204 32. Lubbock, TX Independent School District 205 33. M Powered Strategies, Inc. 208 34. Post Science Institute 209 35. Tales2Go 210 36. TeachIt, Inc. 212 37. Truespel, Inc. 214 38. Gary Kitmacher, University of Houston 216 39. Mike Beutner, University of Louisiana at Monroe 217 40. Trish Portnoy, West Islip NY High School 220 41. Marie Demery 221 42. Brian Hawkins 222 43. Richard Maxfield 223 44. Nora Sabelli 224 March 7, 2014 Ms. Cristin Dorgelo Office of Science and Technology Policy 1650 Pennsylvania Avenue, NW Washington, DC 20504 Docket ID: OSTP-2014-0001 Dear Ms. Dorgelo, Thank you for the opportunity to comment on the Office of Science and Technology Policy’s (OSTP) January 13, 2014 Federal Register Notice regarding “High Impact Learning Technologies.” America ForWard (wWW.americaforward.org) is a nonpartisan policy initiative, spearheaded by the national venture philanthropy and social innovation firm NeW Profit Inc., that connects policymakers with high-impact organizations to champion effective solutions to our country’s most pressing social problems. NeW Profit invests in a portfolio of leading social entrepreneurial organizations to strengthen, connect, and amplify their impact and increase social mobility. America ForWard leads a Coalition of more than fifty innovative, impact-oriented organizations dedicated to driving systemic change in policy areas including Education, Pay for Success, and Workforce Development. We believe that transformative social change is possible even in times of limited resources. Organizations in communities across the country are achieving measurable outcomes every day, and innovative policy approaches and funding strategies like Pay for Success could translate these local results into national change. We are very supportive of OSTP developing policies related to high-impact learning technologies outlined in the notice, and are especially eager to comment on the use of Pay for Success (PFS) as a ‘pull mechanism’ to accelerate the development, rigorous evaluation, and Widespread adoption of high impact learning technologies. Below We seek to provide ansWers to a number of questions included in the Agency’s Request for Information as you begin considering how pull mechanisms could be used to accelerate the development, evaluation, and adoption of learning technologies. Question 4: Why would a pull mechanism in this area accelerate innovation in learning technology? America ForWard believes that innovation and evidence are essential in improving the effectiveness and efficiency of services and programs. We believe that innovation is not necessarily defined by something that is “neW”; instead, innovation is better understood as a cycle in Which a pattern-changing idea is developed, assessed, tested, and evaluated, and then refined if it successfully achieves greater value or abandoned if it does not. For this cycle to Work effectively in the policy arena there must be clarity regarding the outcomes sought, flexibility to try neW approaches and providers, a measurement system to determine if the approach is effective, and resources that follow results. Too often, outcomes are not clearly specified, approaches are too narroWly dictated and do not focus on prevention, the ability to measure results is severely limited, and resources are locked into specific providers or programs, even if others Would yield greater value. As a result, the federal government may fund the same ineffective programs for decades without combatting the root cause of the targeted problem, costing taxpayers billions of dollars and Wasting the potential of the people programs are intended to help. As a "pull mechanism," Pay for Success (PFS) is an approach that spurs the cycle of innovation, and would allow for the development and implementation of learning technologies, accelerating innovation and driving toward outcomes in the education technology space. Specifically: Pay for Success contracting flips the equation, linking government payments to positive outcomes. Under this funding model, public dollars are tied to results, rather than based on the cost of services provided or the number of people served. Specific interventions are not spelled out, allowing providers the flexibility to adopt whatever strategies they determine w ill be most effective. In some cases, private sector funders may provide up-front financing, taking on the risk that the intervention won' t succeed and receiving benefits if it does. Specifically we believe programs designed t o "Pay for Success" have several advantages: ( 1) by emphasizing outcomes rather than rules and regu lations, fewer resources are wasted on compliance and bureaucracy so more funds can go to program delivery; (2) by focusing on result s and creating incentives for cost-effective interventions, programs will emphasize more effective prevention strategies over remediation and programs w ill tackle persistent issues in the learning and education fields; (3) by providing flexibility in choice of intervention and emphasizing result s, these designs encourage innovation to identify the most effective strategies; and fina lly, (4) government, and therefore taxpayers, only end up paying for effective programs. Since Pay for Success is also about effectiveness-- moving public funding to interventions that build and use evidence to deliver results that are better than those achieved by other programs-- this mechanism can be used to structure government contracting and funding in ways that incent these resu lts, even if private sector investment is not involved. For example, government can provide funding for the eva luation required to build the evidence base, and for performance management systems that enable organizations to use evidence in program implementation. Government can provide financial incentives -bonus payments and the like-when programs demonstrate better than average, measurable impact. Government can also incent the leveraging of private philanthropy to provide matching funds that cover these costs. Question 5: What role might different stakeholders (e.g. Federal agencies, state and local educational agencies, foundations, researchers, practitioners, companies, investors, or non-profit organizations) play in designing, funding, and implementing a pull mechanism for learning technology? What role would your organization be willing to play? There are a number of roles that different stakeholders can play in the design, funding, and implementation of a Pay for Success pull mechanism. Because it takes multiple years to determine whether or not a service provider has successfully achieved a given outcome, providers must be able to finance program implementation for multiple years without any government funding. Social Innovation Financing arrangements allow these providers to raise the up-front working capital necessary to implement and scale their programs, bridging the timing gap between project implementation and government success payments. The most common Soci al Innovation Financing arrangement today is a Social Impact Bond, an arrangement in w hich private investors incl uding philanthropy, commercial lenders, and high net worth individuals provide the up-front funding for project implementation. Funding can be raised using various combinations of financial instruments from grants and low-interest loans to credit enhancements and guarantees. Depending on the funding agreement, investors may be repaid once success payments are AMERICA FORWARD, AN INITIATIVE OF NEW PROFIT INC., 200 CLARENDON STREET, 9TH FLOOR, BOSTON, MA 02116 * T 617·912·8800 WWW.AMERICAFORWARD.ORG made, or payments may be reinvested in the program to fund more services. The level of success payments is determined by the effectiveness of the program and the related government savings. This model was first adopted in the United Kingdom, and has since been actively developed in Canada, Australia, India, Brazil, and the United States, w here the first projects have been launched in New York City, Salt Lake City, New York State and Massachusetts, and other projects are operating or being developed in Massachusetts, California, Illinois, South Carolina, Ohio, and in other states and local governments across the country. There are many ways that Pay for Success programs can be constructed, from traditional pay for performance designs that offer
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