Accountability is both highly complex and highly sensitive, say these writers, who feel that it is not yet technically feasible, other than in a piecemeal sense. A list of the stages through which a total accountability system must develop are presented here. (Editor/RK)

The principal is at the crossroads of accountability, writes this author, who feels that plans for change are best brought about (and perhaps only) through the building principal. (Editor)

The author assesses the contributions to educational planning of the National Assessment of Education Progress. He gives examples of the findings and asks questions as to how they can be utilized by school systems. (Editor) Aspect of National Assessment (NAEP) dealt with in this document: Results (Utilization).

Skillful instructors in combination with well-designed and appropriate training programs are critical links in improving employee performance and increasing organizational productivity. Training directors use a variety of strategies to prepare competent, confident, and resourceful instructors. The author presents the essential factors to be…

Folk development colleges, modelled on the Swedish folk high schools, were started to prepare Tanzanians to develop their personalities and their capacity to think and to help them understand national policies, international affairs, further education, and ways to develop their culture. Program development and implementation are described.…

The experiences of the University of Michigan in developing its Flint campus since the mid-1970s and the use of the Critical Path Method are described. The usefulness of the method during several phases of development is highlighted. (MSE)

Described is the evolution of a program that integrated applied sociology into a liberal arts curriculum. Because sociology requires choices among alternative courses of action, the career-oriented program involved students in analyzing case studies in ethical practice. (Author/RM)

Improving productivity in alumni programs involves finding the right combination of budget, staff, and program that will energize the alumni. Whitman College has found that spending money, time, and energy to motivate and train volunteers, educate staff, and involve students yields rich dividends. (MLW)

An approach to faculty development activities that combines individual initiative with program needs in order to effect a more cost efficient and program effective system is described. The rationale for the convergence of developmental activities is given and a plan for the implementation of a feasible working model is described. (Author/MLW)

Discusses a four-point plan for setting up computer literacy programs for teachers and students. Plan focuses on involving existing education agencies; providing leadership; designing a teacher training program; and providing a feeling of belonging, security, and success for staff members. (JN)

Relates trends in degrees awarded to projected work force requirements in 1990. Implications for policy include an urgent need for college-level teachers of math, science, and engineering; higher standards for math and science in the public schools; and national priorities for work force training before 2000. (JOW)

Full institutionalization of experiential learning programs remains a major challenge for educators. Their reasons for resistance to change and strategies for overcoming it are discussed. A checklist for change agents is provided. (MLW)

Describes the computer literacy program at Vassar College. Included are discussions of the computer literacy program core course, literacy program follow-up courses, types of projects in which computers were used, role of the program coordinator, as well as comments on future endeavors (such as grant support for faculty/student computer…

Reviews the status of student affairs programs in light of recent budget cuts. Presents an accountability model for student affairs based on four elements: (1) identification of goals; (2) development of alternative strategies; (3) periodic evaluation of personnel and program performance; and (4) inclusion of nonpractitioners in decision making.…

With an increased need for managerial professional development, seminars and workshops for improving supervisory, managerial, and executive performance have been developed. Some experiences from the Center for Executive Development at Southern Colorado's School of Business are described. (Author/MLW)