The Handbook for School Leaders
A Practical Guide for Principals and Vice-principals
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Table of Contents


Introduction
1. School Leadership for an Inclusive Education System
2. The Handbook for School Leaders: An Overview
3. How to Use The Handbook
4. Advice for New Principals and Vice-principals
Support for School Leaders
1. What to Do When You Need Help
2. When to Call the PST for Assistance
Ask An Expert
1. Introduction
2. Testifying as a Witness
3. Civil Liability (Lawsuits)
4. Custody and Access
Role of the Principal
1. The Principal’s Role as Described by the Ministry of Education
A. OPC Role of Principal – The Provincial Code of Conduct — (November 2008)
B. Delegation of Powers, Duties or Functions
C. OPC Role of Principal – School Councils — (November 2008)
Legal Framework
1. Hierarchical Framework of Authorities: An Overview
A. Federal
B. Provincial
C. District School Boards
D. Individual Schools: Policies, Procedures and Rules
2. Relevant Legislation: Where to Find It
3. Duties of the Principal – Education Act, Section 265
4. Role of the Principal as defined by Statute and Contract
5. Acts, Regulations and Statutes
A. Ontario and Federal
B. Policy and Program Memoranda — Ministry of Education
C. Other Related Materials
D. The Education Act: An Overview
E. Frequently Cited Regulations Made Under the Education Act
F. Regulation 298, Operation of Schools — General: An Overview
6. Discipline, Demotion, Dismissal — What Will Get You In Trouble
A. Employer Discipline (District School Board)
B. Ontario College of Teachers (OCT)
C. Provincial Offences
D. Ontario Human Rights Tribunal of Ontario — (also Employer)
E. Privacy Commission
F. Civil Court (Lawsuits) and Tribunals
Liability and Negligence in Schools
1. First Steps to Reduce Risk
A. Review Board Policies and Procedures
B. Review, Communicate and Monitor School Policies and Procedures
C. Keep Current: Resources
D. Develop the Documentation Habit
E. Encourage Staff to Keep Up-to-Date
2. Concepts and Issues: An Overview
A. Liability
B. Negligence
C. Lawsuit
D. Duty and Standard of Care
E. Risk Management
3. Duty to Provide Adequate Supervision of Pupils
A. The OPC Recommended Supervision Standards for Ontario Schools
4. Liability Insurance
A. What is It?
B. Who is Covered?
C. Conditions on Coverage
5. What to Do When a Claim Arrives
6. Resources
A. OSBIE Risk Management Calendar
B. Seminars and Conferences
C. Publications
Management Skills
1. Managerial Excellence and School Leadership: An Overview
2. Time Management
A. Getting Started
B. Setting Up Your Office
C. Your Filing System
D. Doing the Right Job at the Right Time: More Time Management Tips
E. Managing Your Email
F. Your Office Administrator
3. Delegation
A. Seven Dimensions of Delegation and Related Key Behaviours of Effective Principals
B. Four Delegation Tips
C. Dare to Delegate Checklist
4. Visibility: Management by Walking Around
A. An Overview
B. Planned Visibility: Ten Practical Tips
5. Principal’s Routines
A. A Sample of Principal’s Routines
B. A Sample Elementary School Principal’s Daily Routine
C. A Sample Secondary School Principal’s Daily Routine
6. Overview of School Year
A. Sample Checklists
B. Principal’s Checklist
Public Relations
1. Why is Public Relations Important in School Leadership?
2. Know and Understand Your School Board’s Communications Protocols
3. Create a Compelling Story, Then Share It
Media Relations and Crisis Communications
1. Media Relations
A. Things to Remember About the Media
B. Working With Reporters
C. Pitching a News Story
D. Writing a News Release
E. When Not to be Interviewed
F. There’s a Reporter on Line One – Don’t Panic
G. Create Compelling Key Messages
H. You’re on the Air
2. Crisis Communications
A. What is a Crisis?
B. Before a Crisis Hits
C. When a Crisis Hits
D. Responding to Media During a Crisis
E. In the Days Following a Crisis
Managing Conflict and Difficult People
1. The Conflict Triangle: People, Process, Situation
2. Reacting to Conflict
3. How Do You Respond to Conflict?
4. Conflict Resolution: An Overview
A. Principles of Conflict Resolution
B. Conflict Resolution: A Continuum
C. When to Use Mediation
5. Dealing with Difficult People and Complaints
A. Handling Complaints
B. Useful Responses in Difficult Situations
C. The Power of Silence
6. Relationships with Parents
A. Establishing Relationships
B. Relations With Parents — Options When Reasonableness Fails
C. Dealing with Conflict
Effective Meetings
1. Before the Meeting
A. Considerations
B. Meeting Planning Checklist
C. Sample Meeting Agendas
D. Sample Staff Meeting Template
2. During the Meeting
3. After the Meeting
Records and Information Management
1. Getting Started
2. Confidentiality and Disclosure
A. OSRs and the Courts
B. Confidential Information and the Courts
C. Confidentiality and the Duty to Report
D. Confidentiality and the Occupational Health and Safety Act
3. The Ontario Student Record (OSR)
4. Legislation Regarding Records and Information Management
A. An Overview
B. The Municipal Freedom of Information and Protection of Privacy Act
C. The Child, Youth and Family Services Act 2017 and Information Disclosure
Budget and Resource Management
1. School Budget: An Overview
A. The Education Act
B. Conflict of Interest
2. Local Financial Responsibility: The Principal’s Accountability
A. Purchasing Procedures
B. School Budget
C. Petty Cash/Cash Advance
D. Expense Reimbursement
E. Non-board Funds (Non-public Funds)
F. Audit
G. Insurance
H. Asset Control
I. Transfer of School Principal
3. Board-wide Impact: The Principal’s Role
A. Purchasing Policy
B. Hiring Part-time Staff
C. Contracts
D. Technology
E. Enrolment Reporting
F. Provincial Funding Model
4. Tips Regarding Budget and Resource Management
5. School Budget Cycle (Sample)
6. School Budget Priorities (Checklist)
Technology
1. Getting Started
A. Getting Oriented in Your New School
B. Technology Inventory
C. Further Considerations for Getting Started
2. Technology and School Administration
A. Using the Internet to Assist You with Your Job
3. Technology and the Curriculum
A. The Role of Technology in the Curriculum: An Overview
B. The Ontario Curriculum Unit Planner
C. e-Learning
D. Internet Safety: A List of Websites
E. Use of Copyright-Protected Works for Education
4. Building the School Technology Plan
A. Ten Essential Elements for Developing an Effective Technology Plan
B. Building Your School Technology Plan: A Starting Point
School Councils
1. Preparing to Work with Your School Council
A. Review Current Legislation, Policies and Additional Documentation
B. Gather Further Information
2. Working with the School Council
A. Getting Under Way
B. Considering Other Issues
C. Finding a Focus
D. Soliciting Views of School Council
3. School Councils and the Role of the Principal
A. Roles and Responsibilities of School Council Members: The Principal
B. The School Council’s Role in the Selection and Placement of Principals
4. Effective School Councils
A. Characteristics of Effective School Councils
B. What if Disputes Arise Between Members of the School Council?
C. School Councils and Confidentiality
D. Tips for Successful School Council Meetings
School Activities and Field Trips
1. School Activities and Special Events
A. An Overview
B. School Activities and Field Trips: Getting Started
C. Planning and Organization of a Field Trip or Co-Instructional Program
D. Fundraising
E. Assemblies and Special Events (Daytime)
F. Dances and Special Events (Evenings and Weekends)
2. Field Trips
A. Preparation
B. Authorization
C. Supervision
D. Costs
E. Transportation
Labour Relations, Employment Law and Terms and Conditions of Employment
1. Labour Relations and Contract Negotiation
A. Managing in a Unionized Environment
B. The Management Team
C. Progressive Discipline
D. Performance Appraisal
E. Grievances
F. In the Event of Job Action
2. Basic Principles of Employment Law
3. Workplace Investigation
4. Principal/Vice-Principal as the Respondent
A. Overview
B. Investigation Procedure
C. Interview with the Investigator
5. Terms and Conditions of Employment for Principals and Vice-Principals
A. Overview
B. The Right to Negotiate under the Charter 
C. Good Faith Negotiations 
D. Negotiated Provisions 
The Ontario College of Teachers
1. Investigation of Complaints by the Ontario College of Teachers
A. What to do Do if a Complaint is Made Against You to the College
B. When a Member of the Public Has Concerns About a Teacher
C. Members' Rights During an Investigation
2. Professional Advisories
3. Ethical Standards for the Teaching Profession
4. Standards of Practice for the Teaching Profession
5. Professional Learning Framework for the Teaching Profession
6. Publications and Documents
7. Margaret Wilson Library
Special Education
1. Special Education Legislation and Policy Direction
A. The Education Act on Special Education
B. Special Education Regulations
C. Special Education: Ontario Ministry Documents — Realizing the Promise of Diversity: Equity and Inclusive Education Strategy (2009)
D. Policy/Program Memoranda
E. Resource Documents
F. Related Information
G. Roles and Responsibilities: Principal, Teacher, Special Education Teacher, Parent/Guardian and Student
2. Special Education: Getting Started
A. Board Documents
B. School Based Teams
3. Identification Placement Review Committee (IPRC)
A. An Overview
B. The IPRC Timeline
4. Individual Education Plan (IEP)
A. An Overview
B. The IEP Process: An Overview
5. Human Rights Legislation, Policies and Proceedings
A. Human Rights Code, R.S.O. C.22
B. Guidelines on Accessible Education
C. Human Rights Tribunal of Ontario
6. Learning for All K-12 (Draft Document)
A. Our Shared Beliefs
B. The Breakthrough Systems
C. Instructional Approaches
D. The Tiered Approach
Supervision of Staff Performance and Behaviour
1. Getting Started
A. Definitions and Documents
B. Collective Agreements
2. Supervision of Vice-principals
3. Teacher Performance Appraisal (TPA)
A. Legal Framework
B. Teacher Performance Appraisal Framework (Experienced and New Teacher)
C. Annual Learning Plan (ALP)
D. Experienced Teacher TPA
E. New Teacher Induction Program (NTIP) - Teacher Performance Appraisal
F. A Year-Long Approach to the Teacher Performance Appraisal Process
4. Supervision of Behaviour
A. Progressive Discipline
B. Inappropriate or Unacceptable Behaviour
C. Insubordination
D. Professional Misconduct
E. Dismissal
F. Guidelines for Administrators
Safe and Accepting Schools: Understanding your responsibilities - New
1. What You Need to Know
A. Requirements
B. Progressive Discipline
C. Suspension
D. Expulsion
E. Progressive Discipline/Mitigating Factors Checklist
F. Employee Responsibility to Report and Principal Duty to Investigate
G. Notification of Students Harmed
H. Safe Schools Incident Reporting Form
I. Search and Seizure
J. Event Protocol
K. Police/School Board Protocol
L. Access to School Premises: Regulation 474/00
2. What’s Nice to Know:
A. Ongoing updates to requirements regarding Safe and Accepting Schools.
B. Progressive Discipline Policies
C. Effective Documentation Checklist
D. Codes of Conduct
E. School Attendance
F. Dress Codes
3. Want to Know More?
Protecting Students at Risk
1. Reporting Child Abuse
A. Overview of Duty to Report
B. Allegations of Abuse by a Staff Member
2. Allegations of Discrimination
A. A Principal's Duty
3. Bullying
A. What is Bullying?
B. Prevention of Bullying
C. Bullying Prevention and Intervention: Role of Boards
D. Bullying Prevention and Intervention: Role of Schools
E. Duties of the Principal
F. Suspension and Expulsion for Bullying
4. Cyberbullying
A. An Overview
B. Principal's Role
C. Bullying of Principals — What To Do When It's You
Occupational Health and Safety
1. Duties of the Principal
2. Conducting a School Safety Inspection
3. Developing Occupational Health and Safety Procedures
4. Health and Safety Work Refusal
5. Workplace Violence
6. Resources
Emergency Preparedness
1. Getting Started
2. Preventive Measures
A. Emergency Response Commitee
B. Emergency Response Plan
C. Crisis Communication Response Plan
D. Equipment and Information
E. Evacuations, Lockdowns and Other Emergency Responses
3. Guiding Principles in Emergencies
A. Take Control
B. Call for Emergency Assistance
C. Communicate, Communicate, Communicate
D. Checklist of Immediate Action in Emergencies
E. Emergency Call Sequence - The Eight Steps
F. Principal 911 - Contact Checklist Review
G. Lockdown Procedure Guidelines
4. Follow-up and Evaluation
Student Medical Needs
1. Getting Started
A. Board Policies and Procedures and School Practices
B. Individual Student Needs
C. Prevention Programs
2. Responding to Specific Situations
A. Anaphylaxis: Allergies and Emergency Medical Treatment
B. Sabrina's Law
C. Ryan’s Law-Ensuring Asthma Friendly Schools
D. Administration of Medication to Students
E. Accidents and Injuries
3. Other Health Issues
A. Chronic Illness
B. Smoking
C. Immunization
D. Communicable and Infectious Diseases
4. A Comprehensive School Health Program
A. Social/Medical/Physical Support
B. Preventive Health
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Part 0 — Introduction
Introduction
Support for School Leaders
Ask An Expert
Role of the Principal
Legal Framework
Liability and Negligence in Schools
Management Skills
Public Relations
Media Relations and Crisis Communications
Managing Conflict and Difficult People
Effective Meetings
Records and Information Management
Budget and Resource Management
Technology
School Councils
School Activities and Field Trips
Labour Relations, Employment Law and Terms and Conditions of Employment
The Ontario College of Teachers
Special Education
Supervision of Staff Performance and Behaviour
Safe and Accepting Schools: Understanding your responsibilities - New
Protecting Students at Risk
Occupational Health and Safety
Emergency Preparedness
Student Medical Needs
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Instructional Approaches Last Updated: 2012-06-15

Differentiated Instruction
Instruction that both responds to the various needs of a diverse group of students and is precisely tailored to the unique needs of each student can be achieved on the basis of the principles and guidelines of three instructional approaches: Universal Design for Learning (UDL), differentiated instruction, and the tiered approach to prevention and intervention.

Used in combination, UDL and differentiated instruction enable teachers to respond effectively to the needs of all students. UDL provides the teacher with broad principles for planning instruction for a diverse group of students, whereas differentiated instruction allows them to address specific skills and difficulties (Raynal & Rieunier, 1998). The two approaches overlap, sharing certain goals and strategies, such as providing a range of instructional strategies, resources, activities, and assessment tools in order to meet the different strengths, needs, readiness, and learning styles or preferences of the students in a class.

* Much of this section is taken or adapted from Education for All: The Report of the Expert Panel on Literacy and Numeracy Instruction for Students With Special Education Needs, Kindergarten to Grade 6 (Toronto: Ontario Ministry of Education,2005), pp. 9–18, 60 and TIPS (Targeted Implementation and Planning Supports): Developing Mathematical Literacy (Toronto: Ontario Ministry of Education, 2004).


The tiered approach to ongoing prevention and intervention embodies principles of UDL and differentiated instruction, offers a systematic method for the early identification of students who are experiencing particular difficulties and, through ongoing monitoring of their progress, provides the precise level of support those students need.

All these approaches help improve student achievement because they rely on greater personalization and precision in instruction. Their success depends on teachers’ clear understanding of who their students are, what kinds of learners they are, their readiness to learn in a given subject at a given time, and the kinds of activities that are likely to engage their interest, and stimulate their thinking.

Each of the three approaches is summarized below.

1. Universal Design for Learning (UDL)

Universal Design is not just a technique for special education; rather it is a technique to enhance the learning of all students.

Turnbull, Turnbull, Shank, Smith, & Leal, 2002, p. 92


In a diverse classroom, no single method can reach all learners. Multiple pathways to achieving goals are needed.

Hitchcock, Meyer, Rose, & Jackson, 2002, p.18


UDL was inspired by work in architecture on the planning of buildings with a view to accessibility for people with physical disabilities (Turnbull et al., 2002). Architects observed that the added improvements facilitated access for all users, not just people with physical disabilities. An access ramp, for instance, provides a person using a wheelchair with easier access to a building, but it also makes it easier for a parent with a child’s stroller, a cyclist, or someone using a walker.

The notion that assistance targeted at a specific group can help everyone, bolstered by evidence from research, found its way into the field of education. Educators began to realize that a teaching strategy or pedagogical materials that respond to the special needs of a specific student or group of students can also be useful for all students. For example, the use of visuals to support the learning of an English language learner or a student who is hard of hearing will also enhance learning for all students who have a visual learning style. The aim of UDL, then, is to provide access to the curriculum for all students, and to assist educators in designing products and environments to make them accessible to everyone, regardless of age, skills, or situation.

The core concepts of UDL can be summarized as follows:

Universality and equity. UDL is intended to ensure that teaching will meet the needs of all students. The “universal” in UDL does not imply that there is one optimal solution for everyone; rather, it reflects awareness of the unique nature of each learner and the need to accommodate differences, creating learning experiences that suit individual learners and maximize their ability to progress (Rose & Meyer, 2002). This does not mean planning instruction for students with average achievement levels, and then making after-the-fact modifications to meet the special needs of certain students.

UDL encourages teachers to develop a class profile and then plan, from the beginning, to provide means and pedagogical materials that meet the needs of all students and not only those with special education needs.


Flexibility and inclusion. The planning of teaching and the time teachers allocate to students’ activities and needs must be sufficiently flexible to provide real learning experiences for all the students, regardless of their performance level. Students are accommodated through:

  • a variety of teaching strategies and pedagogical materials that make use of all the senses and vary in form, level of difficulty, and manner of presentation;
  • a variety of suitable technological media/software
  • different types of assessment strategies, involving a range of media, formats, and response options (Note: During assessments, students have access to the same supports that they have during instruction unless those supports undermine the purpose of the assessment.)
  • various ways of using space.

An appropriately designed space. Teachers can make sure that:

  • all students have a clear line of sight
  • resources such as dictionaries and texts are within comfortable reach of all students
  • there is adequate space for the use of assistive devices or the presence of teacher’s assistants.

Simplicity. Teachers avoid unnecessary complexity and minimize distracting information by:

  • communicating consistent and achievable expectations
  • sharing the learning goals of a lesson in student-friendly language
  • arranging information sequentially to clarify its relative importance
  • breaking instructions down into small steps
  • providing descriptive feedback during the learning.

Safety. Classrooms must be safe, with minimal hazards and no elements that might cause accidents. The assessment of safety might depend on the specific students in the classroom. If a student has a safety plan or protocol, every adult in the school needs to be aware of it and able to act on it.

One of the keys to ensuring success when following UDL principles is to provide assessment and feedback to students and to adjust instruction as necessary to maximize learning

2. Differentiated instruction

Differentiated instruction is based on the idea that because students differ significantly in their interests, learning styles and readiness to learn, it is necessary to adapt instruction to suit these differing characteristics. Teachers can differentiate one or a number of the following elements in any classroom learning situation (Tomlinson, 2004):
  • the content of learning (what students are going to learn, and when)
  • the process of learning (the types of tasks and activities)
  • the products of learning (the ways in which students demonstrate learning)
  • the affect/environment of learning (the context and environment in which students learn and demonstrate learning).

The approach, driven by an understanding of the student, may facilitate high levels of both achievement and student engagement (Caron, 2003; Tomlinson, 2004).

Differentiated instruction draws on the theories of Lev Vygotsky, in particular on the theory of the Zone of Proximal Development (ZPD). Within the ZPD, the student may not yet be capable of solving a particular kind of problem on his or her own, but can do so with assistance, and is thereby supported to move on to another level of knowledge. The instructional approach that provides such support at the right times in the student’s cognitive development – that is, at the times that the student is “ready to learn” – is called “scaffolding.” In differentiated instruction, teachers scaffold and tailor instruction to individual students’ needs and understanding, providing the emotional support and opportunities for practice that students may need.

“Readiness” does not refer to the student’s general ability level, but to the current knowledge, understanding and skill level a student has in relation to a particular sequence of learning. “It reflects what a student knows, understands, and can do today in light of what the teacher is planning to teach today” (Tomlinson & Eidson, 2003, emphasis indicated). Differentiating instruction based on student readiness involves knowing where particular students are on the learning continuum, then planning program features and instructional strategies, resources, and supports to meet them where they are and move them along this continuum. Some students may require remediation or modified expectations; others may need extensions or opportunities for independent study

(TIPS: Developing Mathematical Literacy, 2004, p. 4)


In differentiating instruction according to students’ interests, a teacher attempts to increase the likelihood that any given lesson or project is highly engaging and personally meaningful for each student in the class. Teachers who know students’ interests can vary projects, themes and examples used in instruction to reflect those interests.

Students’ learning styles and preferences influence their “learning profile.” Understanding how students learn best enables teachers to differentiate instruction effectively. Students may be better at internalizing, processing and communicating information through auditory, visual, tactile or kinesthetic modes or learning styles. In his Frames of Mind: The Theory of Multiple Intelligences (1993), Howard Gardner identified eight types of intelligence – verbal/linguistic; logical/mathematical; visual/spatial; musical/rhythmic, bodily/kinesthetic; interpersonal; intrapersonal; and naturalist – which strongly influence the ways in which students learn best. A key strategy in differentiated instruction is the use of flexible groupings, which allows teachers to assign different tasks to different students, individually or in small groups, based on interests, learning styles or readiness. Students may be grouped by interest, but may also have activities set at different levels of complexity (questioning levels/abstract thinking processes) resulting in varying products that employ students’ preferred learning modality (auditory, visual or kinesthetic) (Theroux, 2004).

It is important to note, however, that the approach does not exclude instruction and activities in which all students are working on the same learning task at the same time, whether individually, in groups or as a class.

Ongoing assessment, and then adjustment of strategies and resources according to assessment results, is critical to sustaining the effectiveness of a differentiated instructional approach.

Differentiated instruction includes:
  • providing alternative instructional and assessment activities
  • challenging students at an appropriate level
  • using a variety of groupings to meet student needs.
Differentiated instruction does not include:
  • doing something different for every student in the class
  • disorderly or undisciplined student activity
  • using groups that never change, or isolating struggling students within the class
  • never engaging in whole-class activities with all students participating in the same endeavour.

(TIPS: Developing Mathematical Literacy, 2004, p. 1)

Source: Education for All K-12 (Draft Document)