The Robert Bowne Foundation (RBF), which published "Afterschool Matters" from 2003 to 2008 and continues to fund the journal and related projects, is closing in December. "Afterschool Matters" sat down with Lena Townsend, executive director, to talk about RBF's legacy and continuing influence on literacy work in afterschool…

This excerpt from the opening plenary asks evaluators to consider two questions regarding learning and evaluation: (a) How do evaluators know if, how, when, and what people are learning during an evaluation? and (b) In what ways can evaluation be a learning experience? To answer the first question, evaluators can apply the commonplaces of…

The collection of articles in this special issue on relational aggression gives a glimpse into the complex social networks, first, of children's relational aggression and, second, of the collaborators who develop and validate children's prevention programs. The programs described in this special section are among the first to address relational…

Anticipatory evaluation emphasizes the role of evaluation objectives in planning human resource development programs. In this integrated approach, evaluation begins before the program is designed and continues throughout development and implementation. (SK)

Reviews the question of program impacts and their measurement. Illustrates the hierarchical levels of program development to clarify which levels are most concerned with differing areas of evaluation and impact study. (JOW)

This article examines the Job Training Partnership Act (JTPA) and explores desirable evaluation methods and criteria suggested by the language in the current legislation and by the contemporary literature about program evaluation. Related problems and opportunities for JTPA evaluation are discussed. (CT)

Illustrates steps in the evaluation process, reports findings from the evaluation, demonstrates the importance of planning evaluations before programs are implemented, and encourages the use of evaluation techniques in program development. (JOW)

Whether an organization's college recruiting needs require the services of one recruiter or an entire staff, an effective program will systematically address many concerns and consider numerous options as it progresses through the four stages inherent in any comprehensive process: needs analysis, program development, program implementation, and…

The first step in any planning process should be problem identification. Appropriate planning techniques, starting with formal needs assessments, will help vocational education control its own future. (LRA)

Asserts that in developing Erdkinder, Montessori programs for adolescents, practitioners should use Montessori's principles of scientific pedagogy to establish methods for evaluating existing adolescent experiments. Suggests ways to apply criterion of normalization, and that "healing of deviations" comes from observing aspects like inner…

The traditional view that an activity's comparative impact on collective welfare ought to guide resource allocation is refuted. A paradigm of a multisystem society with the non-fungibility of investment resources an essential issue in project appraisal is presented. (SLD)

"Black box" evaluation considers program input and outcomes (what) without considering process (how and why). A broader approach to evaluation based on implementation process theory explores the social system context of programs and provides information useful for improving them. (SK)

Describes programmatic model of faculty development that can provide framework for faculty development activities and programs. Suggests that building an organizing structure around specific activities can help identify steps to be taken and move departments toward building type of faculty sought, including developing supporting and nurturing…

Evaluating training programs through the use of checklists is explained. One sample checklist is presented for use by managers, supervisors, and/or evaluators for the program design and developmental process evaluation. Another checklist is presented concerning learning conditions. (CT)

A well-planned and well-executed management development program can lead to a more effective institution, to improved morale among employees, and to increased potential for employee promotability. However, a good program will never be a satisfactory substitute for the selection of good employees. (MLW)