Collaborative. The administrator and faculty members involved in the budgetary process shall work together in a spirit of cooperation regarding budgetary decision-making.
Collaborative. BRHS will establish relationships that enhance the delivery of safe, effective and integrated and high quality health services for the community of East Gippsland.
Collaborative. The WIDA Consortium Board provides an organized opportunity for SEAs to associate and address common issues relating to English language learners, the academic English language development of kindergarten through grade 12 students and other issues related to SEA and LEA requirements of Title I and III supporting ESSA.
Collaborative. There is hereby established a collaborative of the Municipalities (“the Collaborative”). The Collaborative, acting by and through an advisory board (“Advisory Board”), will coordinate, manage, and direct the activities of the parties with respect to this Agreement. The purpose of the Collaborative is to:
(a) design programs by which to expend Abatement Funds received by the Municipalities (“Program”), subject to the requirements set forth in the State- Subdivision Agreement and in a manner intended to optimize their impact and serve the public health needs of the Municipalities; (b) prepare a Program budget which, without limitation, allocates to each Municipality an annual share of the costs and fees of the Program; and (c) execute the Program subsequent to the duly authorized appropriation by each of the Municipalities’ legislative bodies. A supermajority vote of two-thirds (2/3) of the voting members of the Advisory Board shall be required to approve the annual Program budget.
Collaborative. We proactively collaborate, respecting and leveraging the value of different experiences and perspectives to drive agreement;
Collaborative. Governance policies and procedures should be developed cooperatively, and focus on building trust and strong relationships among the partnering organizations. In practice, this may require multiple layers of engagement. Many successful sites have at least three groups that support governance functions:
a. Deciders: Executive leader group that supports strategic decision-making
b. Approvers: Data subcommittee that supports review and oversight
c. Doers: Staff who are charged with daily operations
Collaborative. We will take a whole system approach to addressing the health and care needs of the population of LSC. This means building a shared understanding of our different approaches and ways of working, co- designing services where appropriate, co-producing ways of tackling problems together, sharing responsibility and, through agreement, relevant risk and resources. We will encourage innovation and learn from our experiences.
Collaborative. Built on teacher- administration Professional Growth & Evaluation (PG&E) Task Force • Found common ground in negotiations process to create historic change • Focus on student growth • Detailed data on student performance • Teachers can tailor instruction to students’ needs • Use resources wisely • Reward teachers who excel • Support teachers who must improve • Professional Growth & Evaluation Ratings: Multiple indicators of professional practice and teacher-determined student growth goals • Student Growth Ratings: Each fall, teachers of tested subjects scored on a two- year rolling average of their students’ average growth • Four domains • Ratings of Innovative, Proficient, Basic, Unsatisfactory • Teachers set realistic, rigorous, measurable student growth goals • Principals will approve teachers’ goals • Teachers collaborate to review goals, progress, and strategies • Evaluation on practice, goals, student progress • Teachers of tested subjects scored each fall on their students’ academic growth over two years • MAP, State tests, and District tests used • Rating scale: 0-100 – <35: Low Growth – 35-70: Typical Growth – >70: High Growth • Immediate Intervention – Observations – Monthly conferences – Support plan: up to $500 – Comprehensive Evaluation • By December 15, decision made – Return to General Evaluation – Continue support – Probation • Continue Professional Development • Xxxxxxxxxxx with colleagues to continuously improve • Eligible to compete for career advancement positions if also: – Innovative on two domains and – Proficient on two domains
Collaborative practice Note that the term “collaborative practice agreement” is not used in every state. Some states use variations like “collaborative pharmacy practice agreement,” “collaborative care agree- ment,” or even “collaborative drug therapy management” or “consult” agreement. If the authority refers to the ability of a prescriber to delegate patient care functions beyond a phar- macist’s usual scope, then that author- ity fits in the category of “collaborative practice agreement.” CPAs are an important tool for increas- ing patient access to care. Washing- ton became the first state to authorize them in 1979, and using collaborative drug therapy agreements (CDTAs) is The pharmacy profession is evolv- ing rapidly, but so is health care more broadly. To ensure patient access to pharmacists’ patient care services (i.e., “provider status”), and to truly be part of the health care team, pharmacists have to integrate into the new models of care delivery. As Micah Cost, PharmD, MS, CEO of the Tennessee Pharma- cists Association put it, CPAs can help to “firmly cement pharmacists’ roles as the medication experts on the health care team.” But pharmacists can’t wait for federal provider status to be fully implemented before getting started. By working now to grow their professional relationships and establishing these agreements, said Cost, “pharmacists will be ready to hit the ground running as new opportuni- ties for pharmacist-provided care arise.” Pharmacists can take action by mak- ing connections with prescribers in their community. CDC, in conjunction with APhA and the National Alliance of State Pharmacy Associations, pub- lished a toolkit with in-depth informa- tion and recommendations for cultivat- ing new collaborative relationships that CPAs provide. Under a CPA, prescribers can dele- gate patient care functions such as ini- tiating, modifying, or discontinuing drug therapy and ordering and inter- preting laboratory tests. When phar- macists are able to perform these func- tions under the conditions of the CPA instead of obtaining prescriber autho- trict of Columbia have some form of CPA authority for pharmacists. Within those 49 jurisdictions, however, the extent of the authority and the types of requirements imposed by law on the practitioners are highly variable. Although the benefits of using one are clear, a CPA is not a prerequisite for collaborative care delivery. Pharma- cists can and should be working with other health care providers every day to pr...
Collaborative. Re-assessments either before, but not later than thirty (30) calendar days into the 33 recuperative care stay, for medical and mental health appropriateness for continued stay in the 34 recuperative care program until discharge.
