National Development Programme in Computer Aided Learning

The National Development Programme in Computer Aided Learning (NDPCAL) was the earliest large-scale education programme in the UK to explore the use of computers for teaching and learning. First proposed in 1969 to the Department of Education and Science by the National Council for Educational Technology (soon to be renamed The Council for Educational Technology) it ran from 1973 to 1977 spending £2.5M to support some 35 projects covering a range of subjects. About half the money was spent on projects in universities and the rest on projects in schools, colleges, industrial and military training.Richard Hooper was appointed its Director and operated with a small central team and the programme was administered by the Council for Educational Technology.

During the 1960s various projects in the USA and the UK using mainframe and mini-computers began to develop the field of Computer Aided Learning and there was much debate about its value and effectiveness. The National Council for Educational Technology (renamed Council for Educational Technology (CET)) produced advice to government in 1969 to run a national development programme to explore the value of these approaches. After much discussion amongst the interested departments and an intervening general election, the Department for Education and Science (DES) announced in 1972 the approval by the Secretary of State (Mrs Thatcher) to a 'national development programme in computer assisted learning'. Following the announcement of the Programme the post of Director was advertised.and Richard Hooper, BBC Senior Producer in the Faculty of Educational Studies at the Open University was selected.

NDPCAL's strategy was to work mainly with existing projects in Computer Aided Learning but also to develop feasibility projects with those with good ideas. It required joint funding from the host establishment and stipulated effective evaluation and monitoring processes but allowed a significant degree of autonomy to the projects. The approach of the central team was active and interventionist, working alongside potential projects in their early stages to help develop their design and approach. They also focussed on good project management requiring four monthly accounting periods and carefully controlling expenditure.

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