Not exact matches
Newark, New Jersey, superintendent Cami Anderson (see «Newark's Superintendent Rolls Up Her Sleeves and Gets to Work,» features, Winter 2013) recalls that when she served as area superintendent for New York City's alternative
schools and programs, the
district had two «conventional wisdoms» when it came to evaluating guidance counselors and social workers: «The first was you'd be violating student confidentiality
if you observed guidance counselors or social workers interacting with kids one - on - one, and the second was,
if you weren't licensed as a clinical
supervisor, you didn't have the authority to evaluate or document performance for these people.»
Since these
school boards aren't usually involved in the day - to - day management of employees, and rely on the recommendations and advice of superintendents,
supervisors, and human resource employees in making employment decisions, most —
if not all —
school districts could be severely affected.
This means cultivating and hiring principal
supervisors who are aligned to the
district's vision and who have the skills, experience, and dispositional qualities required to model the type of student - focused leadership that principals must possess
if we aim to improve outcomes for every student, in every
school.