来源类型 | Research Reports
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规范类型 | 报告
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DOI | https://doi.org/10.7249/RR2078
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ISBN | 9780833098450
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来源ID | RR-2078-WF
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| What It Takes to Operate and Maintain Principal Pipelines: Costs and Other Resources |
| Julia H. Kaufman; Susan M. Gates; Melody Harvey; Yanlin Wang; Mark Barrett
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发表日期 | 2017
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出版年 | 2017
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页码 | 124
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语种 | 英语
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结论 |
Overall, principal pipelines were not a big-ticket item for school districts participating in the Principal Pipeline Initiative. Districts contributed less than 1 percent of their total district expenditures to pipeline efforts.
Efforts Supporting Leader Standards Development and Refinement Had a Relatively Low Cost- Although districts devoted small shares of total pipeline costs to leader standards, districts devoted resources to leader standards in each year of the initiative.
- Most leader standards costs reflected personnel efforts to develop and refine the standards.
Districts Varied Widely in the Resources Devoted to Preservice Preparation- Districts devoted substantial shares of total pipeline resources to preservice.
- A little more than three-quarters of all costs for the preservice component were devoted to the delivery of preservice preparation programs.
Selective Hiring and Placement Efforts Had Relatively Low Associated Costs- Districts devoted small shares of total pipeline resources to selective hiring and placement, nearly half of which were devoted to investments in revisions to hiring systems.
Districts Consistently Devoted Considerable Resources to On-the-Job Support for School Leaders- On average, districts spent nearly half of all pipeline resources to on-the-job support and evaluation, most of which supported the delivery of on-the-job supports for principals and APs.
- Main costs for on-the-job supports included costs for professional development, principal supervision, and coaching and mentoring.
Participating Districts Also Contributed Resources and Expenditures to Cross-Cutting Activities Supporting All Pipeline Components- The development and maintenance of LTSs was the largest contributor to costs for the cross-cutting activities that supported all pipeline components.
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摘要 |
- Findings from this study suggest that districts can do substantial work to put in place and operate principal pipelines at a relatively low cost. Some elements of the Principal Pipeline Initiative that districts regarded as essential — leader standards development and revision of hiring and placement — did not have high costs.
- On the other hand, our work also demonstrates that district personnel time — a scarce resource — made up a substantial portion of principal pipeline spending in districts. Given evidence that principal leadership matters for school outcomes, districts might want to consider how to reconfigure offices and staff position to focus more personnel time on support and oversight of school leadership if they wish to build comprehensive principal pipelines.
- This study also developed a comprehensive list of principal pipeline activities through examination of all the resources and expenditures participating districts devoted to their pipelines. This list can serve as a practical resource to other districts by helping them identify what pieces of their principal pipelines are already in place in their districts and what additional activities they might consider undertaking in their contexts.
- Coupled with information generated by a future study of the initiative's effects, these estimates will aid districts in making strategic choices about investments to improve and strengthen their principal pipelines.
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主题 | Academic Achievement
; Educational Program Evaluation
; Organizational Leadership Development
; Principals
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URL | https://www.rand.org/pubs/research_reports/RR2078.html
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来源智库 | RAND Corporation (United States)
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引用统计 |
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资源类型 | 智库出版物
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条目标识符 | http://119.78.100.153/handle/2XGU8XDN/108624
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推荐引用方式 GB/T 7714 |
Julia H. Kaufman,Susan M. Gates,Melody Harvey,et al. What It Takes to Operate and Maintain Principal Pipelines: Costs and Other Resources. 2017.
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