INSTRUCTION AND WORKLOAD Sample Clauses

INSTRUCTION AND WORKLOAD. ‌ 9.1 School Decision-Making Process The District and Association believe that the foundation for increasing student achievement, advancing professional learning and delivery of a quality educational program is achieved by a clear decision-making process. To that end, the parties agree that each school shall develop a decision-making model for decisions that are specific to the school. The parties recognize that a collaborative decision-making model is not appropriate for all decisions. Collaborative decisions include, but are not limited to: • Staff meeting content • School-developed substitute rotation scheduleDevelopment of the BLIS menu • School Professional Development (PD/Green) Decision-making models should be based upon the concepts of mutual trust, transparency and respect to reflect input from staff who provide direct service, are responsible for implementation, or are directly impacted by the decision. Decision- making models should also account for differences in perspectives.‌ Each school decision-making model will be developed/reviewed annually and submitted to the Association President and the Assistant Superintendent of Human Resources by October 15.‌ Responsibility or determination, execution and evaluation of the model rests with the staff within the school. Staff input regarding decision-making processes will be solicited at the beginning and middle of each school year. The Association and District will provide support to help resolve issues which may arise.‌ Any decisions developed through the decision-making model process must align with District initiatives and conform to state, federal, and local laws and regulations, and District policies and procedures.‌
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INSTRUCTION AND WORKLOAD. 9.1 School Decision-Making Process The District and Association believe that the foundation for increasing student achievement, advancing professional learning and delivery of a quality educational program is achieved by a clear decision-making process. Responsibility of determination, execution, and evaluation of the model rests with the staff within the school. Annually, each school shall develop or review a decision-making process, including all stakeholders’ input, for decisions that are specific to the school. The parties recognize that a collaborative decision-making process is not appropriate for all decisions. Collaborative decisions include, but are not limited to: ● Staff meeting content (6.9.3) ● Substitute rotation schedule (9.9) ● Development of the BLIS menu (13.6.9.2) ● School Professional Development (PD/Green) (6.12.1) ● Evening Events (6.10.2.6) ● Content of Secondary Advisory (6.11) ● School-wide Discipline and Intervention Plan (9.5.6) ● Leadership (SIP) Teams (9.10) Decision-making processes should be based upon the concepts of mutual trust, transparency and respect to reflect input from stakeholders who provide direct service, are responsible for implementation, or are directly impacted by the decision. Decision- making processes should also account for differences in perspectives. The decision-making process shall be approved by 2/3rd majority of employee vote, by secret ballot. Abstentions are not counted. The intent is for the development and/or review of the decision-making process to begin in August. Each schools’ decision-making process will be submitted annually to the Association President and the Assistant Superintendent of Human Resources by October 15. Input regarding the effectiveness of the decision-making processes will be solicited from all stakeholders in the middle of each school year. Adjustments will be made in response to the input and feedback, as needed. The Association and District will provide support to help resolve issues which may arise. Any decisions developed through the decision-making process must align with District initiatives and conform to state, federal, and local laws and regulations, and District policies and procedures.
INSTRUCTION AND WORKLOAD 

Related to INSTRUCTION AND WORKLOAD

  • Inspection and Verification The Secured Parties and such persons as the Secured Parties may reasonably designate shall have the right to inspect the Collateral, all records related thereto (and to make extracts and copies from such records) and the premises upon which any of the Collateral is located, to discuss the Grantor’s affairs with the officers of the Grantor and its independent accountants and to verify under reasonable procedures the validity, amount, quality, quantity, value, condition and status of, or any other matter relating to, the Collateral, including, in the case of collateral in the possession of any third Person, by contacting any account debtor or third Person possessing such Collateral for the purpose of making such a verification. Out-of-pocket expenses in connection with any inspections by representatives of the Secured Parties shall be (a) the obligations of the Grantor with respect to any inspection after the Secured Parties’ demand payment of the Notes or (b) the obligation of the Secured Parties in any other case.

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