Developing a model to improve student academic learning time and achievement and to develop local resources to continue the program after the funding period required a staff development program that enabled teachers to use specific direct instruction teaching behaviors. The staff development program is described and recommendations are made. (MT)

This booklet describes one of the earliest staff development models to support school-based improvement, the RPTIM model. The letters "RPTIM" represent the five stages of the school-based approach to staff development--readiness, planning, training, implementation, and maintenance. The model is based on the belief that the school is the primary…

The Professional Growth and Staff Development Program of the Mehlville School District in St. Louis, Missouri, is comprehensive in nature and has four distinct but complementary components. (1) The districtwide instructional improvement component focuses upon research-based teaching, and provides teachers and administrators with a common body of…

The Staff Development Team of the Columbus City Schools (Nebraska), composed of three teachers and three administrators, emphasizes the need for long-range planning in its design of an inservice model for the school district. Emphasis was placed on identifying and addressing the unique needs of teachers within the school district. The model also…

A description is given of a client-based approach to staff development that emphasizes ongoing professional growth and learning for teachers. The underlying assumptions of the program are that teachers possess important clinical expertise, and that professional learning is an adaptive, heuristic process that is long-term and nonlinear. The program…

The Baltimore County Public School system implemented the use of quality circles in its school improvement programs to facilitate change through increased involvement of faculty in decision making. The program increased the productivity and the motivation of the staff in their efforts to strive toward excellence. This paper describes the program…

A University of Tulsa project to improve campus leadership development focused on encouraging communication among nonacademic staff. From this experience came valuable proposals for institutional change, but the process itself was even more significant, empowering employees to accept a voice in campus governance. Some frustration has also…

The Staff Development for School Improvement Program (SDSI) at Eastern Michigan University (EMU) and Wayne State University (WSU) is an exceptional undertaking, designed to promote school improvement through the cooperative actions of EMU and WSU, and public schools. In the program, a university faculty member (facilitator) is assigned to work…

Most recent initiatives to improve teaching may be characterized as top-down, compliance-oriented policies that seek to increase accountability and regulate different aspects of the profession. Little regard has been paid to the development of assistance programs at the state level that aim at building capacity among teachers and local school…

Teacher empowerment and participation is essential for successful reform of education. This paper considers basic school/university partnership needs, including off-campus study opportunities, university experience in such partnerships, decision making and implementation procedures, faculty attitudes toward teachers, and needs assessment…

This report documents the evaluation of a New York State Incentive Grant that was designed to improve the quality of instruction in New York City schools for students in Specialized Instructional Environment (SIE) classes during 1989-90. The program offered 25 hours of staff development training for SIE teachers and related service providers, and…

To develop a college-wide resolution process for dealing with student concerns, Burlington County College, in New Jersey, undertook a planning effort involving the faculty, student, staff, and administrator senates in the college's governance system. Rather than appoint an administrator to lead the project, a member of the staff senate was…

At the beginning of his tenure in 1987, the superintendent of Clear Creek School District (Colorado) found that the district had no written K-12 curriculum, no ongoing process for developing such a curriculum, and no systematic process for staff development. To provide for change based on projected student needs for the 21st century, the…

This manual is a guide to the design and implementation of workshops on inclusion of gender issues in U.S. Agency for International Development (AID) projects and programs. It describes a workshop to increase awareness of, information about, and skills for addressing gender issues in development programming. Its target audience is training…

This manual is designed to assist development professionals in nongovernmental organizations to provide effective training in the incorporation of gender considerations into their development programs and projects. It provides information and implementation of a 3-day workshop. Section I provides information on the manual content, structure, and…