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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Civil Liability (Lawsuits) Last Updated: 2017-07-31

It is almost inevitable that over the course of your career as a vice-principal or principal that some harm will befall an individual at your school, or, in any event, be alleged to have occurred. Since you are the “captain of the ship”, you will be named in any litigation, even if you were diligent in taking preventative measures and responded appropriately in the moment.  Fortunately, only a small number of these incidents will result in claims of negligence against staff, vice-principals, principals or boards; an even smaller number will result in a damages award against the board.

What do I do if I am named in a Statement of Claim?

  • Don’t panic. You are indemnified by (have legal protection from) your board under your Terms and Conditions of Employment (contract).
    • Call your supervisory officer to inform the board of the lawsuit.
  • Call OPC Protective Services for reassurance that you are indemnified by your board.
    • If you are only mentioned in the text of the Claim, you are not a defendant and therefore have no obligation to respond to and/or defend the Claim.
    • If you are named on the first page of the Claim in the “title of proceedings” as a defendant, the law requires that you be served with the claim personally. This can be done in a number of ways, but most often a process server will deliver the claim to you in person. It is possible that you may be served at the school and in front of other people. The law permits this.
    • Defendants are entitled to tell their side of the story in a Statement of Defence. The law specifies the time within which a Statement of Defence must be filed. In the case of a Claim that names you because of your work as an administrator, the Board normally will defend and indemnify you in accordance with your Terms and Conditions of Employment.

      ADVICE:

  • Upon being served with a Claim, do not ?panic. All costs associated with the Claim (legal fees, damages, etc.) will most often be borne by the board’s insurer.  Most boards in Ontario are insured under the Ontario School Boards Insurance Exchange (OSBIE).  See www.osbie.on.ca
  • The Claim will likely exaggerate the degree and extent of the allegations against you and the other defendants and overstate the harm suffered by the plaintiffs. That is because the Claim is usually prepared early in the process. The plaintiff’s counsel makes the pleadings sufficiently broad to encompass any information that may be revealed later.                      
  • As soon as you receive the Claim, contact your supervisory officer to inform him or her of the Claim and to receive direction. The board may already be aware of the litigation.
  • Contact the OPC Protective Services for support and advice. It is our practice to open a watching brief, meaning that we monitor the handling of the Claim by the board and its counsel but only step in on your behalf if there is a conflict of interest between you and the board.
  • You are likely to be interviewed by an investigator (usually with a claims adjuster from the Ontario School Board Insurance Exchange (OSBIE)) for insurance purposes.  It is OSBIE or another insurance company that will retain counsel to defend the Claim on the board’s behalf. Given your status as an employee and barring any acts on your part that would disentitle you to coverage, the insurance company’s lawyer will act on your behalf as well. Ask for a copy of the statement you make to the investigator, confirm that it is accurate or, if necessary, make changes to it.  Request a copy of the final statement for your records.  You may wish to forward a copy of this statement to the OPC Protective Services to be added to your file.
  • In the event that others of your colleagues are named in the claim, it is important that you not discuss the matter with them, except with the consent of your OSBIE counsel.


Will I have to testify in court?

  • While it is possible that the case will proceed to trial, board insurance companies resolve the vast majority of claims without going to trial.  However, most cases will require the parties to go through an examination for discovery, where the opposing lawyer is given the opportunity to ask you questions, under oath, about the incident(s) giving rise to their client’s alleged damages.  The lawyer for the board will prepare you and be with you throughout the process.

How does a court determine whether the principal is negligent?

  • There are many elements that must be considered in an assessment of whether a defendant (board, principal or otherwise) has been negligent, and is thus liable for damages:
    • Does the defendant have a duty of care to the plaintiff? If not, there is no liability (if the incident occurred in a school or at a school-related event, a principal or vice-principal is likely to have a duty of care, but if the incident occurs “off-property” or without a sufficient nexus to the school, then this might be an issue).
    • If so, what is the standard of care in the circumstances?
    • Has the defendant met the standard of care? If yes, the inquiry ends. If no, the inquiry continues.
    • Has the plaintiff suffered damages?
    • Were those damages reasonably foreseeable?
    • Were those damages caused by the negligence of the plaintiff?
    • Has the plaintiff contributed to those damages?
  • A court will ultimately assess liability that flows from a breach of the duty and standard of care.

 

        ADVICE:

  • The Board/OSBIE lawyer, using the information you and other defendants and witnesses?supply, will prepare all documents, including the Statement of Defence. The lawyer will also help you in the event the matter proceeds to examinations for discovery and even to a trial.

What can I as an administrator do to mitigate risk?

  • It is far better to exercise due diligence every day as a means of preventing events that might give rise to litigation than to be in the position of responding to a claim and defending your actions after there has been an accident.
  • There are a number of steps that you, as a principal or vice-principal, can take to exercise due diligence and otherwise manage or reduce the risk of possible litigation.

ADVICE:

  • File accident reports within OSBIE timelines. 
  • Ensure board policies are in-serviced and implemented. 
  • Communicate the board’s policy expectations to staff and students often   and in a variety of media. 
  • Understand, model and emphasize to staff the main elements of supervision, encouraging them to consider the number of students being supervised at any one time; the nature of the exercise or activity; the age of the students; the degree of training and skill of students in the activity; the nature and condition of any equipment being used; competence and capacity of the students (including children designated as exceptional); and the degree of risk compared to the educational purpose of the activity or exercise. 
  • Identify hazards in the school and on school property through daily inspection. 
  • Undertake or delegate all required Occupational Health & Safety Act inspections and ensure that any non-compliance is promptly reported to the board. 
  • Document follow-up on work orders and repairs with school personnel. 
  • Develop (and if necessary, follow) contingency plans?for emergencies and unexpected departures from standard supervision or due diligence.
  • Know the statutory duties of care as outlined in the Education Act, the Occupational Health and Safety Act and other legislation. 
  • In the event litigation does ensue as a result of a school-related incident, OSBIE will defend you and the board on the basis of your measurable, observable actions (in other words, your exercise of due diligence).


What do terms such as “negligence,” “vicarious liability” and “contributory liability or negligence” mean?

  • “Negligence” refers to an individual’s failure to exercise the degree of care expected of a?reasonable person in the same circumstances?to protect others from a foreseeable and reasonable risk of harm.
  • “Liability” means “legally responsible.” If someone has been found negligent in a specific set of circumstances, he or she is said to be liable for the damages or harm suffered by the victim.
  • “Vicarious liability” is the attachment of responsibility to a party for harm or damages caused by another person in a negligence lawsuit. This concept is often used to make an employer liable for the negligence of its employees even if the employer did not do anything wrong. The liability flows simply from the fact of the employment relationship – the law holds that, as the person/entity responsible for the activity or enterprise in question, the employer should be held responsible for loss to third parties that result from the activity or enterprise.  Note that the employer corporation (i.e. the school board) can also be found negligent for its own acts, e.g., substandard hiring,?a failure to check references, the absence of or an inadequate policy, inadequate or no training. 
  • “Contributory negligence” is the partial responsibility conferred upon the plaintiff by the court for the harm that he or she has suffered. ?It does not relieve the defendant of responsibility for the harm; rather, it allocates the burden of damages in accordance with the percentage of liability attributed to each party.      

To whom does a principal owe a duty of care?

  • Principals owe a duty of care to students on school premises during official school hours and while they are engaged in school-related activities
  • Principals owe a duty of care to students off the school premises when students are engaged in school-related activities or where there is a sufficiently close connection between the off-property conduct and the school.
  • Principals owe a duty of care to school staff.
  • Principals owe a duty of care to school visitors.
  • In assessing whether a duty of care exists for in-school activities that take place outside of school hours, the court will likely consider whether the activity was board-sanctioned, curricular or extra- curricular, whether the adult supervisors are acting within the scope of their employment, what any contract about the activities says and the extent to which individuals involved have the status of invitees.
  • In assessing whether a duty of care exists for activities off the school premises, the court will likely consider DSB policies and procedures, whether transportation was supplied to and from the activity by the board and whether the activity in question is a school-sanctioned excursion or field trip.

What is the standard of care expected of a principal?

  • Vis-à-vis school staff and school visitors, ?principals must exercise a standard of care that a reasonable person in similar circumstances would exercise to avoid exposing staff or visitors to an unreasonable risk or harm.
  • Vis-à-vis students, principals must exercise the degree of care, which a “prudent and careful parent of a large family” would exercise in similar circumstances to avoid exposing students to an unreasonable risk or harm.
  • The standard of care is measured against the risk associated with the activity – the greater the inherent risk from the activity, the higher the degree of care required.