EVALUATION AND DEVELOPMENT Sample Clauses

EVALUATION AND DEVELOPMENT. Evaluation
Sample 1
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EVALUATION AND DEVELOPMENT. 2.3.1 Buyer shall be solely responsible for (i) conducting the testing of the Licensed Products in order to determine whether the Licensed Products can be safely or economically formulated or manufactured and if the sale of the Licensed Products can be undertaken on a profitable and commercially feasible basis (the "Evaluation"), and (ii) the further development of the Licensed Products for the sale and use in the Marketplace (the "Development"). 2.3.2 Buyer shall conduct such Evaluation and Development using scientifically and professionally qualified personnel and with due care in conformance with generally accepted professional and scientific standards. Buyer shall fund a multi-center investigation for purposes of the Evaluation and Development and shall publish the data of such Evaluation and/or Development as deemed appropriate by both parties hereto. 2.3.3 Buyer shall send to ATS (i) within thirty (30) days after completion of its Evaluation, a final written report summarizing the work (including all data sheets and information related
Sample 1
EVALUATION AND DEVELOPMENT. Purpose 1. The primary purpose of evaluation is the improvement of the professional practices of all unit members and thereby the improvement of the quality of education for all students at Envision. The school principal and Envision Education’s management shall decide annually which unit members will receive evaluations and observations, upon implementation of an evaluation system pursuant to section E. a. Evaluation System: Envision United and Envision Education recognize the evaluation process as a framework for on-going opportunities for professional growth and development to improve both teaching and learning. The evaluation process shall provide for instructional growth at every point in the educator’s career, give increased help and supervision to struggling educators and ensure ample opportunities for leadership development. Further, the process will provide relevant and constructive feedback, including opportunities for peer involvement for advisory and support purposes, and integration with professional development and the necessary resources for unit members to improve their practice and enhance student learning.
Sample 1
EVALUATION AND DEVELOPMENT. Section 1 Effective for the 2017-2018 School year and each School year thereafter that parties agree to update the evaluation system for Paraprofessionals. A framework for the evaluation system shall be rooted in the rubric used for the Pilot system related to Saturday Academy programming. This evaluation system will include a 5 point rating scale similar to the current Teacher Evaluation system and shall include individual goal setting at the beginning of the School year with a final rating to be made by the Leadership Team or Designee of the School or Site at which the Paraprofessional primarily works.
Sample 1
EVALUATION AND DEVELOPMENT. Section 1 The New Haven Board of Education and Local 3429, Council 4, AFSCME, AFL-CIO agree to establish a committee, composed of four members appointed by the Board and four members appointed by the Union, to review the current evaluation system for Paraprofessionals. The Committee shall commence its work in the first week in September 1, 2020, and recommendations of the Committee may be adopted by mutual agreement. Should the Committee not complete its work or should the recommendation of the Committee not result in mutual agreement to make revisions to Article 27 by March 1, 2021, the Board reserves the right to implement an evaluation system.
Sample 1
EVALUATION AND DEVELOPMENT a) The Broadcasters will continue to welcome program proposals from Independent Producers across Canada, making all reasonable efforts to effectively communicate with Independent Producers, on an ongoing and regular basis, as to the kind of projects it is interested in. Each Broadcaster shall identify on its website all programming services and the personnel who are responsible for responding to written program proposals for such programming services, including telephone number and e-mail address for each individual so identified, and agrees that it will not delegate this responsibility to other individuals not so identified. The evaluation phase for any project will begin with the submission by an Independent Producer of a written program proposal to a Broadcaster. b) All rights and ownership in the program proposal rest with the Independent Producer unless and until otherwise negotiated by a Broadcaster and the Independent Producer in a signed development agreement. c) The program proposal shall be treated as confidential by the Broadcaster. Any information provided to the Independent Producer by the Broadcaster with respect to programming strategies shall be treated as confidential by the Independent Producer. The parties recognize that from time to time the Broadcaster receives, and may be developing, multiple pitches pertaining to the same subject matter. The Broadcaster will not request that the Independent Producer waive any existing rights in the Independent Producer’s program proposal. d) Sufficient creative materials must be supplied to the Broadcaster in order for the Broadcaster to determine whether it has an interest in the project. Written program proposals must be responded to by the Broadcaster within six (6) weeks of delivery. This timeline may be extended by mutual written consent for up to an additional six (6) weeks. e) In the event that the preceding timeline provided in subsection 3(d) above has elapsed without response from the Broadcaster, then the project is deemed to have been withdrawn and the Broadcaster shall have no rights or claims with respect to the written program proposal or any related elements. It is incumbent upon the Independent Producer to advise the Broadcaster in writing that the time period has elapsed or is about to elapse. f) If the Broadcaster expresses interest in a program proposal, the Independent Producer shall submit a business proposal (such as development budget, financing plan, details of any pre-existi...
Sample 1
EVALUATION AND DEVELOPMENT adjustments as needed.
Sample 1
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Related to EVALUATION AND DEVELOPMENT

  • Training and Development 3.1 Authorities will develop local 'Workforce Development Plans (see Part 4.8),' closely linked to their service delivery plans, which will provide the focus for the establishment of training and development priorities. Training and development should be designed to meet the corporate and service needs of authorities both current and in the future, taking into account the individual needs of employees. Local schemes on training and development should enable authorities to attain their strategic objectives through development of their employees. Training and development provisions should be shaped to local requirements and take account of the full range of learning methods. Such an approach should enable access to learning for all employees. The needs of part time employees and shift workers need particular consideration. 3.2 Employees attending or undertaking required training are entitled to payment of normal earnings; all prescribed fees and other relevant expenses arising. Employees are also entitled to paid leave for the purpose of sitting for required examinations. When attending training courses outside contracted daily hours, part-time employees should be paid on the same basis as full- time employees. (Assistance for other forms of learning, for example that directed at individual development, will be locally determined). Some training can be very expensive and authorities may require repayment of all or part of the costs incurred should an employee leave the authority before a reasonable time period has expired. The authority's policy in this regard should be made explicit. 3.3 Objectives for training and development programmes should include the following: • To enable Councils to attain their strategic objectives via investment in their employees. • To promote equity of access to learning. • To encourage employees to develop their skills and level of responsibility to the maximum of their individual potential. • To widen and modernise the skills profile of employees to maximise their versatility, employability and so, job security. • To enable employees to raise productivity, quality and customer service in pursuit of sustainable improvement 3.4 Authorities should establish local partnership arrangements, to include recognised trade unions, to develop their local workforce development plans. 3.5 The NJC endorses partnership provision such as the "Return to Learn" scheme. Authorities and the recognised trade unions shall encourage and support employees taking on the statutory Union Learning Representative (ULR) role. This will include agreeing facilities and paid release in accordance with statutory provisions. ULRs should be enabled to play a full part in promoting and implementing local training and development programmes.

  • Staff Development ‌ The County and the Association agree that the County retains full authority to determine training needs, resources that can be made available, and the method of payment for training authorized by the County. Nothing in this subsection shall preclude the right of an employee to request specific training.

  • Independent Development Receiving Party may currently or in the future be developing information internally, or receiving information internally, or receiving information from other parties that may be similar to the Disclosing Party's Confidential Information. Accordingly, nothing in this Agreement will be construed as a representation or inference that Receiving Party will not develop or have developed products or services, that, without violation of this Agreement, might compete with the products or systems contemplated by the Disclosing Party's Confidential Information.

  • Project Development a. Collaborate with COUNTY and project clients to identify requirements and develop a project Scope Statement. a. Develop a Work Breakdown Structure (WBS) for each project. b. Evaluate Scope Statement to develop a preliminary cost estimate and determinate whether project be vendor bid or be executed under a Job Order Contract (JOC).

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