Sample Weekly Log

NELA Principal Residency Intern Weekly Activity Log

Name: Anonymous
Dates: 1/11/2016 1/15/2016
Classroom
Observations
th

Mon

Tues

Wed

4-8 Grade
Learning
Walks
th
7 Grade
Band Class
Observation
NELA Class
Dr. Pat
Ashley

Teacher
Evaluation

Teacher
Meeting

Teacher
observations
-

Evaluation
Post
Conference
Meeting

Kindergarten
learning
walks

Fri

Community
Contacts/
Meetings
Parent
Contacts
relating to
discipline

PLCs

6 Grade
learning
walks

NELA Class
Dr.
Williams and
Dr. Corn

District
Meetings

Staff
Meeting
and
Mission
Critical
Meeting

th

Thurs

Building
Meetings

PLCs

Preparing for
updates to
the teacher
observation
requirements
as outlined
by DPI

Staff
Huddle

Parent
Contacts
regarding
Buses
Assistant
Principal
and
Intern
Meeting

ExtraCurricular
Activities
Holidays
Events

Management
Tasks
Observations,
Supervision,
discipline,
preparing for
Curriculum
Council
Meeting

Other
Teaching
AIG
courses

Standard 1: Strategic
Leadership

A. School Vision,
Mission and
Strategic Goals:
The schools
identity, in part, is
derived from the
vision, mission,
values, beliefs and
goals of the
school, the
processes used to
establish these
attributes, and the
ways they are
embodied in the
life of the school
community.
B. Leading Change:
The school
executive
articulates a vision
and
implementation
strategies for
improvements and
changes which
result in improved
achievement for all
students.
C. School
Improvement
Plan: The school
improvement plan
provides the
structure for the
vision. Values,
goals and changes
necessary for
improved
achievement for all
students.
D. Distributive
Leadership: The
school executive
creates and
utilizes processes
to distribute
leadership and
decision making
throughout the
school.

Experience
with this
standard (X)
X

Type of
Experience
Observed (O)
Engaged (E) Led
(L)
O

Rate Experience
Great, Okay, Bad

Description of Activity
(including artifact
created)

OKAY

O,E,L

GREAT

O, E

OKAY

Continuation of
building school
culture and
addressing discipline
concerns in the
middle school.

Standard 2:
Instructional
Leadership
A. Focus on
Learning and
Teaching,
Curriculum,
Instruction and
Assessment: The
school executive
leads the
discussion about
standards for
curriculum,
instruction and
assessment based
on research and
best practices in
order to establish
and achieve high
expectations for
students.
B. Focus on
Instructional
Time: The school
executive creates
processes and
schedules which
protect teachers
from disruption of
instructional or
preparation time.
Standard 3: Cultural
Leadership

A. Focus on
Collaborative
Work
Environment: The
school executive
understands and
acts on the
understanding of
the positive role that
a collaborative
environment can
play in the schools
culture.

Experience
with this
standard (X)
X

Experience
with this
standard (X)
X

Type of
Experience
Observed (O)
Engaged (E) Led
(L)
O, E, L

O, E

Type of
Experience
Observed (O)
Engaged (E) Led
(L)
O, E, L

Rate Experience
Great, Okay, Bad

Description of Activity
(including artifact
created)

OKAY

Teacher coaching,
classroom learning
walks, guest
lecturing in social
studies classrooms.

OKAY

Continuing to
strengthen
remediation time.

Rate Experience
Great, Okay, Bad
OKAY

Description of Activity
(including artifact
created)
PLCs, coaching
plan, vertical PLCs.

B. School Culture
and Identity: The
school executive
develops and uses
shared vision,
values and goals to
define the identity
and culture of the
school.
C. Acknowledges
Failures;
Celebrates
Accomplishments
and Rewards: The
school executive
acknowledges
failures and
celebrates
accomplishments of
the school in order
to define the
identity, culture and
performance of the
school.
D. Efficacy and
Empowerment:
The school
executive develops
a sense of efficacy
and empowerment
among staff which
influences the
schools identity,
culture and
performance.

Standard 4: Human
Resource Leadership

A. Professional
Development/
Learning
Communities:
The school
executive ensures
that the school is a
professional
learning
community.

O, E

GREAT

Im making it a goal
to be in classrooms
and conduct learning
walks everyday.

O, E, L

GREAT

Weekly check-in
meetings with Erin
provide a time for us
to reflect on my
strengths and
weaknesses.

O, E

Experience
with this
standard (X)
X

Type of
Experience
Observed (O)
Engaged (E) Led
(L)
O, E, L

Im feeling a lot more

comfortable with my
role in the building
and my relationships
with teachers and
staff are
strengthening.

Rate Experience
Great, Okay, Bad
OKAY

Description of Activity
(including artifact
created)
Continuation of
monitoring CFA data.

B. Recruiting,
hiring, placing
and mentoring of
Staff: The school
executive
establishes
processes and
systems in order to
ensure a highquality, highperforming staff.
C. Teacher and Staff
Evaluation: The
school executive
evaluates teachers
and other staff in a
fair and equitable
manner with the
focus on improving
performance and,
thus student
achievement.

O, E

OKAY

O,

OKAY

Preparing for the

second round of
teacher
observations.

Standard 5:
Managerial Leadership

A. School Resources
and Budget: The
school executive
establishes budget
processes and
systems which are
focused on, and
result, in improved
student
achievement.
B. Conflict
management and
Resolution: The
school executive
effectively and
efficiently manages
the complexity of
human interaction
so that the focus of
the school can be
on improved student
achievement.
C. Systematic
Communication:
The school
executive designs
and utilizes various
forms of formal and
informal
communication so
that the focus of the
school can be on
improved student
achievement.
D. School
Expectation for
Student and Staff:
The school
executive develops
and enforces
expectations,
structures, rules and
procedures for
students and staff.

Experience
with this
standard (X)

Type of
Experience
Observed (O)
Engaged (E)
Led (L)

Rate Experience
Great, Okay, Bad

Description of Activity
(including artifact
created)

(X)

(O), (E)

Okay

Staff conflicts relating

to personal issues.

O, E,

OKAY

Communicating with
teachers and parents
regarding upcoming
events.

O, E, L

GREAT

This school has

continuously high
expectations for both
students and
teachers.

Standard 6: External
Development
Leadership
A. Parent and
Community
Involvement and
Outreach: The
school Executive
designs structures
and processes
which result in
parent and
community
engagement,
support and
ownership for the
school
B. Federal, State
and District
mandates: The
school executive
designs executive
protocols and
processes in order
to comply with
federal, state and
district mandates.

Experience
with this
standard (X)
X

Type of
Experience
Observed (O)
Engaged (E)
Led (L)
O, E,

Rate Experience
Great, Okay, Bad

Description of Activity
(including artifact
created)

GREAT

Discussions over
Title I money and
federal testing
guidelines.

Standard 7: MicroPolitical Leadership

School Executive
Micro-political
Leadership: The
school executive
develops systems and
relationships to
leverage staff
expertise and influence
the schools identity,
culture and
performance.

Experience
with this
standard (X)
X

Type of
Experience
Observed (O)
Engaged (E) Led
(L)
O, E

Rate Experience
Great, Okay, Bad
GREAT

Description of Activity
(including artifact
created)
Building relationships
with community
members,
cooperating with
parents, and
supporting initiatives
from the
superintendent.

Narrative:
The majority of my time this week centered on teacher observations. The week also
included several meetings including PLCs and grade level meetings. Martin also hosted
a visit from our central office this week the mission critical technology assessment
team. The administrative team also prepared for another round of benchmark testing. It
was difficult to schedule significant blocks of time for learning walks because the super
observations were so consuming.
Lessons Learned:
All administrators were briefed this week on the revisions to the teacher evaluation cycle
for low performing schools. Before Christmas, the NC Legislature revised G.S. 115c
with a new provision for schools that are identified as low performing. The new law
states that all teachers in a low performing school must be evaluated on a full cycle that
includes: a pre and post conference, ratings on standards 1-5, and a summative
evaluation for each observation and an additional summative evaluation to be
completed by the principal at the end of the year. Martin is identified as a low performing
school. This new requirement has caused tremendous challenges for our school. It has
caused the administrative team to reallocate time we had planned to be in classrooms
to pre and post conferencing. It seems that each time our schools absorb new
mandates from the state, yet another new mandate appears.