SAMPLE PRACTICUM LOG 2013-2014 - Free Download PDF

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Name Joe Smith1FORM LSAMPLE PRACTICUM LOG 2013-2014The purpose of the log is to document hours spent gaining experience in diverse and challenging leadership activities related to the ProfessionalStandards for Administrators. Record activities in the categories where they are best aligned. Keep the log electronically, as it will be emailed periodicallyto your supervisor. Hitting “tab” when you reach the end of a row will give you a new row.Be cognizant of gaining experience in a broad range of activities, especially in areas where you have little prior experience. Consult your mentorand supervisor for suggestions if necessary. Tally hours monthly in each area and have your mentor review and sign the log. Do NOT log hours spent inrepetitive supervisory activities such as lunch or bus duty or similar activities after the first several occurrences unless the experience changessubstantively. At the end of each Standard, reflect on your activities and how they relate to the indicators. Reflections are NOT required for eachactivity; however, taking time to reflect on the impact of your actions on students and colleagues is always beneficial.Email your log to your supervisor when indicated on the assignment sheet. Bring the log to each 3-way practicum conference. Submitcompleted log in your final assignment folder with your mentor’s original mmunityEngagementProfessionalCulture1.5Mentor Signature

Name Joe Smith2Instructional Leadership: Promotes the learning and growth of all students and the success of all staff by cultivating a sharedvision that makes effective teaching and learning the central focus of schooling.Indicators:a. Goals. Articulates clear goalsand objectives relative to studentachievement and curriculum,instruction, and assessment, whichguide the work of the school anddistrict; understands the schoolcommittee role in approval ofdistrict goals and objectives.e. Evaluation. Provides effectivesupervision and evaluation inalignment and accordance withstate Regulations and contractprovisions.i. Closing Proficiency Gaps. Canidentify and address the complex,multiple causes of educationalunderperformance and ensuresthat districts/schools closeproficiency gaps.m. Technology. Expects andsupports effective use oftechnology to support instruction.b. Aligned Curriculum. Ensuresthe implementation of aneffective curriculum that isaligned to state curriculumframeworks.c. Instruction. Ensures that instructionalpractices in all settings reflect highexpectations regarding content and qualityof effort and work, engage all students,and are personalized to accommodatediverse learning styles, needs, interests,and levels of readiness.f. Data-Informed Decisiong. Equity and Excellence. PromotesMaking. Uses multiple sources of fairness, respect, high expectations, andevidence related to studentsupport for all students through policies,learning, including state, districtprograms, and practices, and addressesand school assessment resultsthe impact of changes in studentand growth data, to informpopulation on curriculum and instruction.school and district goals andimprove organizationalperformance, educatoreffectiveness and studentlearning.j. Intervention Strategy. Ensures k. Professional Development.that a comprehensive systemUnderstands the adult learning needs ofexists to meet the individualstaff and creates a culture of inquiry andneeds of each student, includingcollaboration, and supports aadequate learning time, effective comprehensive professional developmentinstruction, additional academicprogram for all staff that is ongoing, jobsupport, appropriate studentembedded, and aligned with school andservices, and differentiateddistrict goals.approaches to meet the needs ofall learners.n. English Language Learners. Understands and appreciatesthe challenges that English language learners (ELL) face in themastery of academic language and assures that educators areequipped to shelter content and scaffold instruction in orderto promote ELLs’ academic achievement.d. Assessment. Ensures that all teachersuse a variety of formal and informalmethods and assessments to measurestudent learning, growth, andunderstanding, and also make necessaryadjustments to their practice whenstudents are not learning.h. Accountability. Creates a culture inwhich both staff and students takeresponsibility for their performance andbehavior.l. Program Evaluation. Systematicallymonitors, evaluates and makes neededchanges to curriculum, instruction, andprograms to assess their effectiveness inmeeting school and district goals.

Name Joe Smith3DateActivity/DescriptionIndicator(s)December [email protected] – walked the hallscDecember18January [email protected] – sat in Principal’s meeting with two 7th grade teamsf, g, h, iChild study team meeting to discuss goals, expectations of childstudy. Trying to figure out how to change the culture of our schoolto understand RTI as “Response to Instruction” and seeing theduty of struggling students as a shared duty, or as “our students”,not just the special ed teachers’.b, c, d, e, f, g, h, i, j,l(usecorresponding letter)Action (O Observed;A Assisted; R Responsible)HoursResponsible or R.5 hourObserved or O1 hourAssisted or A1.5hoursInstructional Leadership Reflection: Please reflect on the activities that you feel best represents the InstructionalLeadership Standard.December 7 – Today I took some time to simply walk the halls and look at classes with a simple question “what are students physicallydoing?” Out of 25 core academic classrooms, 23 had students sitting, taking notes; two were moving or having kids do something atgroups cooperatively; of the unified arts classes 4 of 6 were moving around.January 5 – This was a great meeting, because if the child study team was able to convey some of the goals and thoughts we discussed tothe staff, it would definitely change the way many people view students and instruction.

Name Joe Smith4Management and Operations: Promotes the learning and growth of all students and the success of all staff by ensuring a safe,efficient, and effective learning environment, using resources to implement appropriate curriculum, staffing and scheduling.Indicators:a. Safe, Orderly and CaringEnvironments. Has plans andprocedures in place to address afull range of safety, health andstudent needs and establishesroutines that give staff andstudents a sense of order,discipline and predictability withina caring environment.e. Management InformationSystems. Expects, models, andsupports use of technology formanagement and communicationpurposes; develops a technologyplan yearly that appropriatelyreflects new technologicaldevelopments and needs andprovides updates as needed.i. School Committee Relations.Provides clear, accurate, andtimely information and guidanceto the committee to support datainformed policy-making.b. Operational Systems. Ensuresefficient and effective operationalsystems (e.g., maintenance,transportation, food service) andsupports their continuousimprovement.c. Human Resources Management andDevelopment. Implements a cohesiveapproach to human resourcemanagement that promotes high qualityand effective staff and professionalgrowth, consistent with state licensure,effective employment practices, andcollective bargaining agreements.d. Scheduling. Ensures a comprehensivescheduling system that providessufficient time for instruction, teacherplanning and collaboration.f. Laws, Ethics and Policies.Understands and complies withstate and federal laws andmandates, school committeepolicies, collective bargainingagreements, and ethicalguidelines.g. Fiscal Systems. Allocates, manages andaudits fiscal expenditures consistent withdistrict and school goals and availableresources, and develops a budget for theSchool Committee that supports thedistrict’s vision, mission and goals.h. Improvement Planning. Develops,implements, and assesses theeffectiveness of district and schoolimprovement plans.j. Contract Negotiations. Advisesthe School Committee on unioncontracts that reflect bestpractices and support thedistrict’s vision, mission, andgoals.DateActivity/DescriptionJuly 5Reviewed the “Student Handbook” and prepare the materials forreview.Met with Principal and Dept. Head for initial budget preparationNovember 8Indicator(s) (usecorresponding letter)(O Observed;A Assisted;R Responsible)ActionHoursa, fR6f, g, hO4

Name Joe SmithManagement & Operations: Please reflect on the activities that you feel best represents the Management & OperationsStandard.November 8 – The process involved for formulating the budget was very interesting. The Principal welcomes and supports suggestions/recommendations fromteachers through Dept. Heads. The Principal told me, prior to the meetings, that he will later explain his “decision-making” process regarding budget proposals.5

Name Joe Smith6Family and Community Engagement: Promotes the learning and growth of all students and the success of all staff througheffective partnerships with families, community organizations, and other stakeholders that support the mission of the schooland districtIndicators:a. Family Engagement. Ensuresthat family concerns areaddressed in an equitable,effective, and efficient mannerand creates opportunities forfamilies to inform policies,practices and programs thatsupport students and theirfamilies and enhance studentlearning.e. Cultural Awareness.Recognizes, values, and enlists thediverse strengths of the wholedistrict/school community toimprove student outcomes.b. Effective Communication.Effectively executes a full rangeof communication strategies thatgenerate public understandingand support for thedistrict/school.c. Advocacy. Advocates for, andcollaborates with, families, communitymembers, and other stakeholders.DateActivity/DescriptionAugust 15Met with Director of the Senior Project Program to establish thecalendar for the school yearPrepared the Principal’s Newsletter to be emailed to all parents;collaborated with Dept. HeadsOctober 15d. Community Connections. Buildsstrong working relationships andconnections with appropriatecommunity providers to supportstudents’ academic progress, social andemotional well-being, and civicparticipation.Indicator(s) (useAction (O Observed;b, c, dR1bA3corresponding letter)A Assisted;R Responsible)Hours

Name Joe Smith7Family & Community Engagement: Please reflect on the activities that you feel best represents the Family & CommunityEngagement Standard.August 15 – The Senior Project has provided a great opportunity for those seniors who chose to participate in an internship during the last term of their senioryear. Three years ago the Principal worked with a voluntary committee to develop this program. People in the community who serve as “mentors” really enjoyhaving a senior work with them. This gave me a great opportunity to understand how a simple idea can be formulated into a strong program. Certainobstacles overcome. This experience showed me that when someone believes in a “special idea”, it can happen.

Name Joe Smith8Professional Culture: Promotes success for all students by nurturing and sustaining a school culture of reflective practice, highexpectations, and continuous learning for staff.Indicators:a. Mission and Core Values:Develops, promotes, and securesstaff commitment to core valuesthat guide the development of asuccinct, results-oriented missionstatement and ongoing decisionmaking.e. Cultural Proficiency. Ensuresthat policies and practices enablestaff members and students tocontribute to and interacteffectively in a culturally diverseenvironment in which students’background, identities, strengthsand challenges are respected.b. Shared Vision. Successfullyand continuously engages allstakeholders in the creation of ashared educational vision inwhich every student is preparedto succeed in postsecondaryeducation and careers.f. Ethical Behavior. Consistentlymaintains and promotes ethicaland professional conduct andappropriately addresses anyunethical and/or unprofessionalbehavior.i. Managing Conflict. Employsstrategies for responding todisagreement and dissent,constructively resolving conflict,and building consensusthroughout a district/schoolcommunity.j. Team Building. Builds highquality and effective teams andfosters collaborative decisionmaking and responsibility.c. Personal Vision. Articulates a vision forschooling characterized by respect forchildren and families and democraticvalues of excellence, equity, andpluralism.d. Transformational and CollaborativeLeadership. Cultivates and promotesreflective, adaptive, and collaborativebehaviors and skills of self and others inleading change or confronting newchallenges.g. Continuous Learning. Develops andnurtures a culture in which all staffmembers are reflective about theirpractice and use student data, currentresearch, best practices and theory tocontinuously adapt instruction andachieve improved results. Models thesebehaviors in the administrator’s ownpractice.k. Time Management. Effectivelymanages time, prioritizes tasks, meetsimportant deadlines to maximize theattainment of personal and professionalgoals. Plans and leads well-run andengaging meetings that have clearpurpose, focus on matters ofconsequence, and engage participants ina thoughtful, productive series ofconversations and deliberations aboutimportant school matters.h. Communications. Demonstratesstrong interpersonal, written, and verbalcommunication skills, facilitates groupseffectively, and fosters clear lines ofcommunication between and tor(s) (useActionHoursOctober 3Prepared agenda for “Faculty Meeting” (SAT scores, AP scores andMCAS scores reported and analyzed)Discussion with Principal re: Teacher consistently late to workb, c, d, g, h, j, kA1fO.5November 7corresponding letter)(O Observed;A Assisted;R Responsible)

Name Joe Smith9Professional Culture: Please reflect on the activities that you feel best represents the ProfessionalCulture Standard.John explained to me (and the two Assistant Principals) how he handled a teacher who is often late to work. It was good to learn how he conducts“difficult conversations”. I have never had a problem with discussing unacceptable behavior with a student, but I know it will take practice before I developthat skill when speaking with an adult.

SAMPLE PRACTICUM LOG 2013-2014 . The purpose of the log is to document hours spent gaining experience in diverse and challenging leadership activities related to the Professional Standards for Administrators. Record activities in the categories where they are best aligned. Keep the log electronically, as it will be emailed periodically