Common use of Communication and Openness Clause in Contracts

Communication and Openness. School leadership teams will operate in an open manner and their decision-making processes will be communicated to all staff. The elected faculty representative and other MCEA unit members on the leadership team serve as a communicators and liaisons with the school’s faculty. Meetings of school leadership teams should be open to any interested staff. Leadership teams should design and implement two-way communication between staff and leadership teams. As part of the collaborative process, and to increase investment and ownership in decisions, the school leadership team will be responsible for gathering input from all faculty (for example, using online surveys and Baldrige processes such as energy votes, focus groups, etc.) for use in making decisions surrounding the areas identified in A.1.a. The leadership team is responsible for the following: • Discussing issues/topics as a leadership team • Discussing issues/topics with teams and/or departments • Engaging in effective decision-making processes that provide all stakeholders a voice • Reporting such findings from teams/departments back to the leadership team in writing • Utilizing findings/data from teams/departments to inform the decisions of the leadership team and reporting back to the faculty about how the feedback factored into the process.

Communication and Openness. School leadership teams will operate in an open manner and their decision-making processes will be communicated to all staff. The elected faculty representative and other MCEA unit members on the leadership team serve as a communicators and liaisons with the school’s faculty. Meetings of school leadership teams should be open to any interested staff. Leadership teams should design and implement two-way communication between staff and leadership teams. As part of the collaborative process, and to increase investment and ownership in decisions, the school leadership team will be responsible for gathering input from all faculty (for example, using online surveys and Baldrige processes such as energy votes, focus groups, etc.) for use in making decisions surrounding the areas identified in A.1.a. The leadership team is responsible for the following: •  Discussing issues/topics as a leadership team •  Discussing issues/topics with teams and/or departments •  Engaging in effective decision-making processes that provide all stakeholders a voice •  Reporting such findings from teams/departments back to the leadership team in writing •  Utilizing findings/data from teams/departments to inform the decisions of the leadership team and reporting back to the faculty about how the feedback factored into the process.

Communication and Openness. School leadership teams will operate in an open manner and their decision-making processes will be communicated to all staff. The elected faculty representative and other MCEA unit members on the leadership team serve as a communicators and liaisons with the school’s faculty. Meetings of school leadership teams should be open to any interested staffstaff as observers. Leadership teams should design and implement two-way communication between staff and leadership teams. As part of the collaborative process, and to increase investment and ownership in decisions, the school leadership team will be responsible for gathering input from all faculty (for example, using online surveys and Baldrige processes such as energy votes, focus groups, etc.) for use in making decisions surrounding the areas identified in A.1.a. The leadership team is responsible for the following: •  Discussing issues/topics as a leadership team •  Discussing issues/topics with teams and/or departments •  Engaging in effective decision-making processes that provide all stakeholders a voice •  Reporting such findings from teams/departments back to the leadership team in writing •  Utilizing findings/data from teams/departments to inform the decisions of the leadership team and reporting back to the faculty about how the feedback factored into the process.

Communication and Openness. School leadership teams will operate in an open manner and their decision-making processes will be communicated to all staff. The elected faculty representative and other MCEA unit members on the leadership team serve as a communicators and liaisons with the school’s faculty. Meetings of school leadership teams should be open to any interested staffstaff as observers. Leadership teams should design and implement two-way communication between staff and leadership teams. As part of the collaborative process, and to increase investment and ownership in decisions, the school leadership team will be responsible for gathering input from all faculty (for example, using online surveys and Baldrige processes such as energy votes, focus groups, etc.) for use in making decisions surrounding the areas identified in A.1.a. The leadership team is responsible for the following: • Discussing issues/topics as a leadership team • Discussing issues/topics with teams and/or departments • Engaging in effective decision-making processes that provide all stakeholders a voice • Reporting such findings from teams/departments back to the leadership team in writing • Utilizing findings/data from teams/departments to inform the decisions of the leadership team and reporting back to the faculty about how the feedback factored into the process.

Communication and Openness. School leadership teams will operate in an open manner and their decision-making processes will be communicated to all staff. The elected faculty representative and other MCEA unit members on the leadership team serve as a communicators and liaisons with the school’s faculty. Meetings of school leadership teams should be open to any interested staffstaff as observers. Leadership teams should design and implement two-way communication between staff and leadership teams. As part of the collaborative process, and to increase investment and ownership in decisions, the school leadership team will be responsible for gathering input from all faculty (for example, using online surveys and Baldrige processes such as energy votes, focus groups, etc.) for use in making decisions surrounding the areas identified in A.1.a. The leadership team is responsible for the following: • Discussing issues/topics as a leadership team • Discussing issues/topics with teams and/or departments • Engaging in effective decision-making processes that provide all stakeholders a voice • Reporting such findings from teams/departments back to the leadership team in writing • Utilizing findings/data from teams/departments to inform the decisions of the leadership team and reporting back to the faculty about how the feedback factored into the process.