Program audit delves into comparisons between a program's operation and its design to look for actual or potential problems in the operation in order for administrators to make the necessary corrections and adjustments while the program is in operation. (Author/IRT)

Presented is a plan used to pay teachers for extracurricular duties based on a point system. The plan is teacher-developed and helps ensure fairness in evaluating extracurricular compensation. Included is a description of the point system. (MD)

Provides an instrument to use in evaluating the achievement and effort of individual board of education members or of the board as a whole. (IRT)

Describes a teacher "remediation" plan created by the superintendent and the local teacher union. (IRT)

The Ashwaubenon (Wisconsin) school board bases its superintendent's evaluation on the job description and on three to five specific goals that the board and superintendent mutually agree upon. The areas of evaluation used from the job description are people management, task management, and personal competence. (Author/MLF)

Presents some criteria administrators and board members should consider before closing schools. The criteria include the age of the building, the building's capacity, enrollment level, maintenance costs per student, energy costs per student, and racial balance. (Author/IRT)

Poses ten questions representing typical situations involving consultants, each designed to illustrate an important ethical point. (Author/IRT)

Presents several series of statements that one can use to evaluate such areas as school goals, program characteristics, and performance characteristics of the school. (Author/IRT)

Outlines the conflict surrounding a superintendent's attempt to install a rating system that would reward some nontenured teachers and result in others being fired. A similar system is being used on administrators and classified personnel. (IRT)

Analyzing growth rates and percentiles of achievement are two ways that school systems can evaluate school performance. Boards should also consider parent-teacher satisfaction, internal management systems, school board evaluation, and a number of other indicators. (MLF)

Two examples illustrate effective use of evaluation offices. The first, a centralized approach, involves goal setting, followed by measurement techniques and improvement based on data. The second, decentralized approach involves reduction of data to six profiles, which form the basis of planning. Similarities and differences are discussed. (TE)

A checklist can be used to evaluate a school board's current level of performance as either "adequate" or "needs improvement." The areas covered include goal setting, policy, finance, relationships with the superintendent, community relations, board meetings, staff and personnel relationships, instructional programs, leadership, energy…

Describes an assessment center program that evaluates assistant principals for their suitability to be principals. (IRT)

Presents a six-step method for establishing a teacher evaluation program based on the plan developed in the Bettendorf (Iowa) school district. (WD)