Until 1985, higher education was a growth industry, and new programs were a by-product of that growth. Now, new programs must be justified by extensive data analysis. This trend and others indicate governing boards are taking the new-program approval process seriously. (MLW)

Informational, diagnostic, prescriptive functions of National Assessment of Educational Progress (NAEP) are best served by governance structure composed of federal, state, and local members and a standing technical advisory board. Structure protects NAEP from undue federal influence and special interest groups, builds bridges to educators and…

This working paper outlines several issues that federal and state policymakers face in implementing the Carl Perkins Amendments of 1990. Each of 11 issues is presented with a brief comment outlining several alternatives, to serve as the basis for discussion. Since it is designed to stimulate discussion, this document does not present any…

Board members of community colleges need to carefully consider and actively support feasible programs for older people with a firm commitment to fiscal and programmatic decisions assuring lifelong learning opportunities and public service activities. Trustees must be aware of and understand problems and issues of older adults, secure data for…

The academic program development and planning process of the Indiana Commission for Higher Education are examined and contrasted with values and criteria of faculty and institutional leaders. The Indiana Commission is concerned about program structure with regard to student access, student choice, and institutional diversity. It has specific…

This affirmative action and staff diversity plan was developed to specify strategies and assign responsibility for increasing the number of qualified minorities, women, disabled, and members of other underrepresented groups who staff California's community colleges. Introductory comments explain the rationale behind the plan, indicating that…