Abstract
California Department of Education services and resources available for gifted and talented (GATE) programs have declined in recent years. Current trends call for methodologies which run counter to the needs of gifted students. Despite these developments, some school districts have maintained outstanding programs to serve their GATE students. GATE Coordinators in thirty unified, K-12, same size districts--fifteen exemplary and fifteen comparison--were surveyed by telephone questionnaire to determine the difference between the two groups on selected administrative factors. Factors studied were (1) School Board support; (2) Superintendent support; (3) personnel time allocated to GATE administration; (4) additional funds allocated or generated for GATE; (5) organized parent support; (6) longevity of the GATE program. Statistical analysis was by t-test of significance. Findings indicated that four of the six factors studied were significantly different in favor of the exemplary group. The most significant factor was Superintendent support. Exemplary districts had a greater degree of support from the Superintendent, and it differed in kind. The second most significant factor was additional funding for the GATE program. This could be general fund money, categorical funds, corporate donations and/or private fundraising. The third most significant factor was School Board support. School Boards in exemplary districts took a more active role with the GATE program than in the comparison districts. The fourth significant factor was organized parent support. Parents in exemplary districts were more involved with the program at a sophisticated level, with activities such as program evaluation and political advocacy. In comparison districts, parents were more likely to be involved only at their local sites. It appears that advocates for the gifted program should include involvement of the Superintendent, acquisition of supplementary GATE funds, involvement of the School Board, and districtwide organization of parents as their top priorities. Such strategies should facilitate the maintenance of an excellent GATE program.