Administrator supervision, evaluation & mentorship

Situations (rural) where teachers are being hired into principalships. Mentorship becomes essential in these hiring situations. Generative evidence collection. Set of standard questions for each competency, admin respond and link artifacts, senior admin add comments into document. Developed rubric (just to inform evaluation language). Admin task force was used to develop rubric. Staff and community engagement used to build principal profiles to drive shortlisting, interview questions and hiring of admin. Working with AP's to ensure they are working towards a principal skillset.

Admin Evaluations: new principals have to provide evidence in all of the LQS competency areas. Meet with new admin 4-5 times at the school. Princpals complete a self-evaluation, evaluator adds notes, etc. to complete evaluation. Meeting with other directors to get feedback/experience/evidence re: the principal. Principals complete a similar process with assistant principals. AP development plan (not evaluation) three year development plan (to grow future principal skillset/capacity). Working with principals to build leadership capacity with assistant principals. Principal in training cohorts. Question: transferring admin in rural areas).

Gathering 360 Feedback during admin evaluation procedure: surveys, inperson staff interviews. Mentorship programs for new admin (principal & AP), very valuable. ATA told one senior admin that they can only evaluate on 'what they see'...not on staff feedback, etc.nATA also was not in favour of two people doing the evaluation. If not meeting LQS competency areas in probationary period, return to classroom. Some jurisdictions focus on only two LQS competencies with AP's in the probationary period. Most have principals provide some type of feedback to AP as well as the evaluation from senior administration. Important to check contract language re: evaluation process. Mentorship for Assist Princpals: for all principals. Principals submit a problem of practice and everyone shares perspective.

What are the most important things to consider in this topic area? ~We do a good job of our brand new admin in the first three years, but less focus in year 4 & 5 - a plan to continue to mentor and supervise closely. ~How to ensure mentorship of new AP's and not just leaving it up the principals. What are the floor level practices that the AP's are prepared to be a principal. ~Mentorship of AP's has included: monthly mentorship meetings for all administrators (adin submit topics and then attend topics that pertain to them), levels of mentorship aspiring leaders to AP's to principals (it's voluntary). ~Providing ~Hiring someone externally to do the coaching/mentorship has been hugely valuable. ~Valuable to give feedback throughout the probationary period ~Using a book study to guide new admin cohort. What's currently on your radar in this area? Finding AP's need purposeful mentorship to prepare them to be a principal. ~sometimes veteran principals aren't providing growth opportunities (teaching them/exposing them to budgets, hiring, evaluations, etc.) ~some jurisdictions the superintendent does the evaluations and in some the HR/PS assistant superintendent does the evaluations. ~using self-reflection of LQS competency areas Is there something you need to know more about in this area?

For new leader mentorship an important thing to consider is to ensure that aspiring leaders get a balance between practical skills and theoretical knowledge. This can come from a combination of cohort sessions and school-based intentional observations / job-shadowing.