Potential Evidence for The principal’s documentation of recruitment strategies, including This Dimension perceived staffing needs based on student achievement goals (What might an ILD take The principal’s documentation of leadership team meetings that notice of or pay attention to reflect collective and individual thinking for curricular, instructional, while developing an and school improvement growth understanding of a The principal’s criteria for professional learning communities: how principal’s current they are formed, how the success of PLCs is measured and celebrated capabilities and learning The principal’s strategy for differentiated support for teachers using needs?) evidence of instructional effectiveness/student learning grounded in an instructional framework Artifacts and documents to consider: Building leadership team meeting notes, minutes, and/or other documentation Sample interview questions, selection protocols (hiring rubrics), and other associated recruitment/selection documents Handouts/PowerPoint slides of professional learning community presentations or teacher learning presentation A calendar of professional learning opportunities on offer Intake/outtake interview notes for new and/or leaving faculty or staff members Possible Observation Discuss the hiring process employed by the principal, including how Activities he/she influences the applicant pool. (How might an ILD go Ask a group of teachers how curricular and instructional decisions are about developing a better made and communicated in this school and by whom. sense of where he or she Gather the protocols/resources that principals offer teachers to might want to further grow further grow their professional learning communities. and develop a principal?) Engage in professional development offered by staff members based on learning opportunities that have been supported by the principal in his/her strategic planning (e.g., professional learning community celebrations, teacher conference presentations). Ask the principal how he/she decides which professional learning communities and/or opportunities are worthy of his/her support.
Potential Evidence for This Dimension (What might an ILD take notice of or pay attention to while developing an understanding of a principal’s current capabilities and learning needs?) The principal’s documentation of recruitment strategies, including perceived staffing needs based on student achievement goals The principal’s documentation of leadership team meetings that reflect collective and individual thinking for curricular, instructional, and school improvement growth The principal’s criteria for professional learning communities: how they are formed, how the success of PLCs is measured and celebrated The principal’s strategy for differentiated support for teachers using evidence of instructional effectiveness/student learning grounded in an instructional framework Artifacts and documents to consider: Building leadership team meeting notes, minutes, and/or other documentation Sample interview questions, selection protocols (hiring rubrics), and other associated recruitment/selection documents Handouts/PowerPoint slides of professional learning community presentations or teacher learning presentation A calendar of professional learning opportunities on offer Intake/outtake interview notes for new and/or leaving faculty or staff members Possible Observation Activities (How might an ILD go about developing a better sense of where he or she might want to further grow and develop a principal?) Discuss the hiring process employed by the principal, including how he/she influences the applicant pool. Ask a group of teachers how curricular and instructional decisions are made and communicated in this school and by whom. Gather the protocols/resources that principals offer teachers to further grow their professional learning communities. Engage in professional development offered by staff members based on learning opportunities that have been supported by the principal in his/her strategic planning (e.g., professional learning community celebrations, teacher conference presentations). Ask the principal how he/she decides which professional learning communities and/or opportunities are worthy of his/her support.
Principal-Supervisors-Instructional-Leadership.docx