Problems and solutions related to a determination of faculty resources for a health professions education college consisting of two allopathic medical schools, an osteopathic medical school, a dental school, a graduate school of biomedical sciences, and a school of allied health professions are discussed. Curriculum descriptions and construction…

The ingredients of an academic program development plan, with special attention to the processes and criteria supporting decisions on program priorities, are delineated. External and internal inputs to decision-making are discussed and three case examples are given. Major considerations involved in integrating budgetary decisions are identified.…

The consequences of an external review of research programs and the restructuring of educational programs in the Netherlands as a result of retrenchment, and their implications for qualitative change in the university system, are discussed. (Author/MSE)

Data from two studies of evaluation budgeting practices are presented to determine how resources are typically allocated across budget categories in evaluation studies. A common pattern showed these allocations: (1) 61 percent to personnel; (2) 13 to 14 percent to overhead; and (3) 15 percent to all other categories. (Author/LMO)

A study of Chapter 2 first-year implementation in nine states found that administrators like the flexibility of the block grants. Problems remain concerning the participation of private school students, service to special populations, and the continued use of state advisory councils. (MLF)

In 1996 the Chancellor introduced Performance Driven Budgeting (PDB) to the New York City schools. PDB is a form of decentralized budgetary decision making intended to provide local educators with increased control and flexibility over the use of resources. The plan established a framework of goals and principles, outlined a phased-in…

This report reviews the second-year implementation of the New York City public school system's Performance Driven Budget (PDB) initiative. The Galaxy budgeting system that is part of the PDB initiative generates a school's budget from its table of organization, and then derives district and Central budgets by aggregating all school budgets. After…

The three general categories that encompass the legitimate uses to which test data can be put (i.e., public reporting at the local, state, or regional level; identifying needs and allocating resources; and making judgments about promotion and graduation) are identified and examples are offered of policymakers' use and misuse of test results. (LC)

The University of Michigan Medical School concluded that the traditional budgeting process failed to discriminate adequately among programs. The school developed a new system for managing resources utilizing the principles of zero-base budgeting. The new budget/planning system is described. (Author/MLW)

Reports on Part A of the Older Americans' Resources and Services Multidimensional Functional Assessment Questionnaire. Content and consensual validity were ensured by construction method. Information on criterion validity was obtained for all dimensions except social. (Author)

Discusses the position that reviews directed at program improvement should be conducted by universities themselves rather than by external agencies. The experience of the University of Alberta in establishing its review procedures is described and a scheme for classifying types of review procedures is presented. (MLW)

Multicampus systems should proceed carefully in the process of academic program review, with an eye toward asking and answering questions most likely to cause institutions to confront the more fundamental questions of purpose and coherence. (Author/MSE)

Institutional administrators and research specialists must help improve and implement accountability measures if institutions are to retain academic autonomy. Current trends point to increased pressure for public accountability of higher education in the future. (MLW)

This paper argues that program evaluation research should be broadened to deal systematically with the economics of resource use at the level of the individual social service delivery agency. The argument is strengthened by the recognition that input use can be established by the same methods used to measure service delivery. (Author/MV)

Although a necessary component of good program management and accountability, monitoring data do not usually provide answers to questions about whether, how, and why a specific program works. More in-depth, systematic inquiry is needed to do this. In this article, the authors focus on the evaluation of human immunodeficiency virus (HIV)-prevention…