分組報告第4組week5─991021

資料來源：http://www.ericdigests.org/pre-9219/principals.htm

WHAT ARE SOME MODELS FOR PRINCIPAL EVALUATION?

校長評鑑的模式有哪些？

Ideal principal evaluation systems are cooperative and flexible. Principals in the Pitt County Schools of Greenville, North Carolina, work with their evaluators to establish individualized annual performance plans and goals (Redfern 1986). Those plans are accompanied by the state's assessment instrument, a standardized list of thirty-eight items that describe the principals' major responsibilities.
理想的校長評鑑系統是合作和靈活的。 一位在北卡羅來納州格林維爾,皮特郡的校長，和他們的評鑑人員共同建立了個別化的年度績效計劃和目標(Redfern, 1986)。這些計劃都要由國家的評鑑工具檢核，標準化的檢核清單中包括了38個描述校長主要責任的題項。


In Oregon, North Clackamas School District uses two assessment systems for principals (Anderson 1989). The professional accountability program is for principals who have yet to complete three years in the district. Their evaluation instrument has eight job functions, each with several performance standards. The supervisor conducts at least three observations a year and provides narrative reports of each one. Principal-teacher conferences are also taped and reviewed. Those principals who do not meet performance standards are placed in a remedial cycle.
在俄勒岡州，北克拉克馬斯學區使用兩種系統來評鑑校長(Anderson 1989)。第一種是「專業績效方案」：適用於服務該學區未滿三年的校長，其評鑑工具有八項工作職能，每項中有數個工作標準。督學一年至少訪視三次，並為每位校長撰寫書面報告。校長與教師的會議也需要錄音並審查。不符合工作標準的校長將調整為後補校長。


North Clackamas's more experienced principals are in its professional development evaluation program. They establish personal goals for two to three years, and the district provides tuition, release time, and travel allowances to assist them. Comments one participant: "It takes you off the treadmill of being evaluated every year" (Anderson 1989). One principal designed a curricular mapping system to bring the district's testing and instructional programs into alignment. These principals receive summative evaluations every four years. Cash incentives of over $1,000 are available for those who meet their professional goals.
第二種是適用於資深校長的「專業發展評鑑方案」。校長們以2-3年的時間建立個人目標，而學區將提供學費學費、時間、旅遊津貼來協助他們。一位與會者評論：「這使你免除每年被評鑑的繁重工作」(Anderson 1989)。一位校長設計了一套課程地圖系統使學區的測驗與教學課程能相互看齊。這些校長每四年會收到總結性的評鑑。超過1,000元的現金獎勵會發給那些符合專業目標的校長。


North Clackamas School District uses formative, annual evaluations for its junior principals and employs surveys and frequent observations to measure performance in preselected areas. The formative evaluation for senior principals is less structured and encourages autonomous projects that will benefit both the principal and the district.
北克拉克馬斯學區使用年度的形成性評鑑來考核資淺的校長，並運用意見調查以及多次的觀察來衡量其在預選區的表現。資深校長的形成性評鑑比較不結構化，旨在鼓勵有益於校長與學區的自主方案。