What constitutes adequate supervision of a vice-principal?
Regulation 298 permits a principal to assign duties to a vice-principal. In the absence of the principal, the vice-principal shall be in charge of the school and shall perform the duties of the principal.
The College of Teachers takes the position that a principal must supervise his or her vice-principal, and that failure to do so adequately constitutes professional misconduct.
Where a principal delegates any of his or her supervisory responsibilities to a vice-principal, the following actions are recommended:
- Advise all staff of the principal’s ultimate responsibility for any and all problems, such that serious issues should also be reported directly to the principal regardless of any general delegation of authority.
- Communicate frequently and regularly about “problem” students, staff and other issues.
- Ensure that any reporting mechanisms put in place are utilized according to the stated intention.
- Establish an open door policy.
- Implement a regular reporting structure on the subject matter of the delegation.
The Appraisal Process for Principals and Vice-principals
The appraisal process consists of a minimum of three meetings throughout the appraisal year, followed by a summative report that includes a performance rating, as outlined in the diagram below. In the event of an Unsatisfactory rating, the appraisal process as outlined is repeated, including the three required meetings.
Suggested Annual Timeline and Calendar
Appraisers have flexibility to establish appraisal schedules in a way that balances the total number of appraisals over the year. A differentiated calendar for the appraisal process is suggested for new and experienced school leaders.
Early Fall
| Calendar |
Newly Appointed Principal/Vice-Principal (Prior to Evaluation Year) |
Experienced Principal/ Vice-Principal in an Evaluation Year |
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Development of Annual Growth Plan in consultation with supervisor.
Annual Growth Plan goals may also be discussed with a mentor.
Mentoring and support may be provided by a mentor.
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(Prior to Evaluation Period) Development of Performance Plan and Annual Growth Plan.
(Formal Evaluation Period Begins) First meeting with appraiser to discuss Performance Plan, including goals for appraisal year.
Implementation of Performance Plan and Annual Growth Plan; ongoing discussions with appraiser regarding progress and supports.
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| Early Winter |
Ongoing Implementation of Annual Growth Plan; informal feedback from supervisor. |
Second meeting with appraiser to discuss progress towards goals, indicators of success, challenges, and additional supports that may be required. |
| Winter/Early Spring |
Updates to Annual Growth Plan.
Future development of Performance Plan begins to be considered.
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Third meeting with appraiser to review and update performance results and discuss Annual Growth Plan.
Summative report prepared and performance rating assigned by appraiser. Summative report and rating provided to appraisee.
Additional steps are required if the appraisal resulted in a performance rating that is Unsatisfactory
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