Common use of Joint Professional Learning Committee (JPLC Clause in Contracts

Joint Professional Learning Committee (JPLC. A joint committee that provides for regular, ongoing discussions and monitoring of adult learning in MCPS, resulting in recommendations to the superintendent. The committee will create a systemwide vision for ongoing and future professional learning that maximizes staff’s talents; proactively meets current and future needs; addresses race, class, and implicit bias; and guarantees a high-quality educational experience for all students. The vision will articulate a focus on how professional learning enhances instruction and professional growth and improves the work lives and careers of all staff, while enhancing MCPS’s ability to attract, develop, and retain a talented workforce. • The membership of the JPLC will include the presidents (or designees) plus two (2) members from each employee organization and at least three (3) key MCPS staff who are charged with the development and implementation of adult professional learning. Guests may be invited by the JPLC as needed, without needing to alter the composition of the committee. The compo- sition of the group may be expanded by mutual agreement of the parties. Members of the committee will have appropriate decision-making authority. • The charge of the JPLC shall include but not be limited to the following: • Shape MCPS Professional Learning Program: Through the review of research, consultation with experts, benchmarking with other districts, and internal best practices, the committee will make innovative recommendations for the design, implementation, monitoring, and evaluation of ongoing, high-quality professional learning for all staff, based on student needs and system priorities. • Track Education Workforce Research and Trends: Identify innovative professional learning models, based on current and future education workforce research and trends, while addressing the needs of all types of employees in the system. • Strengthen Stakeholder Partnership: Gather input and feedback from stakeholders in the development of a high-quality professional learning cycle and program offerings for all staff. • Provide Value for All Staff: Make recommendations for the implementation of innovative and relevant professional learning opportunities to address the needs of staff, including an increased emphasis on entry-level workers and employees in transition and early careers through proactive job training and career support. • Address Technology: Identify the different types of technology available to facilitate the charges above and ensure that employees are trained to use them. • Develop Communication Plans: Develop clear and comprehensive communication plans for all staff to understand the purpose, goals, and outcomes of professional learning and its value in a self-renewing and continuously improving organization. • Assess processes and programs: Assess the effectiveness of the adult learning initiatives, the use of technology, and the variety of programs offered, and make recommendations for revisions as necessary. The intent is to incorporate methods to evaluate and continuously improve professional learning in MCPS.

Joint Professional Learning Committee (JPLC. A joint committee that provides for regular, ongoing discussions and monitoring of adult learning in MCPS, resulting in recommendations to the superintendent. The committee will create a systemwide vision for ongoing and future professional learning that maximizes staff’s talents; proactively meets current and future needs; addresses race, class, and implicit bias; and guarantees a high-quality educational experience for all students. The vision will articulate a focus on how professional learning enhances instruction and professional growth and improves the work lives and careers of all staff, while enhancing MCPS’s ability to attract, develop, and retain a talented workforce. • The membership of the JPLC will include the presidents Presidents (or designees) plus two (2) members from each employee organization and at least three (3) key MCPS staff who are charged with the development and implementation of adult professional learning. Guests may be invited by the JPLC as needed, without needing to alter the composition of the committee. The compo- sition of the group may be expanded by mutual agreement of the parties. Members of the committee will have appropriate decision-making authority. • The charge of the JPLC shall include but not be limited to the following: • Shape MCPS Professional Learning Program: Through the review of research, consultation with experts, benchmarking with other districts, and internal best practices, the committee will make innovative recommendations for the design, implementation, monitoring, and evaluation of ongoing, high-quality professional learning for all staff, based on student needs and system priorities. • Track Education Workforce Research and Trends: Identify innovative professional learning models, based on current and future education workforce research and trends, while addressing the needs of all types of employees in the system. • Strengthen Stakeholder Partnership: Gather input and feedback from stakeholders in the development of a high-quality professional learning cycle and program offerings for all staff. • Provide Value for All Staff: Make recommendations for the implementation of innovative and relevant professional learning opportunities to address the needs of staff, including an increased emphasis on entry-level workers and employees in transition and early careers through proactive job training and career support. • Address Technology: Identify the different types of technology available to facilitate the charges above and ensure that employees are trained to use them. • Develop Communication Plans: Develop clear and comprehensive communication plans for all staff to understand the purpose, goals, and outcomes of professional learning and its value in a self-renewing and continuously improving organization. • Assess processes and programs: Assess the effectiveness of the adult learning initiatives, the use of technology, and the variety of programs offered, and make recommendations for revisions as necessary. The intent is to incorporate methods to evaluate and continuously improve professional learning in MCPS.

Joint Professional Learning Committee (JPLC. A joint committee that provides for regular, ongoing discussions and monitoring of adult learning in MCPS, resulting in recommendations to the superintendentSuperintendent. The committee will create a systemwide system- wide vision for ongoing on-going and future professional learning that maximizes staff’s talents; proactively meets current and future workforce needs; addresses race, class, and implicit bias; and guarantees a high-quality educational experience for all ALL students. The vision will articulate a focus on how professional learning enhances instruction and professional growth and improves the work lives and careers of all staff, staff while enhancing MCPS’s ’ ability to attract, develop, and retain a talented workforce. • o The membership of the JPLC will include the presidents (or designees) plus two (2) members from each employee organization and at least three (3) key MCPS staff who are charged with the development and implementation of adult professional learning. Guests may be invited by the JPLC as needed, needed without needing to alter the composition of the committee. The compo- sition composition of the group may be expanded by mutual agreement of the parties. Members of the this committee will have appropriate decision-making authority. • o The charge of the JPLC shall include but not be limited to the following: • Shape MCPS Professional Learning Program: Through the review of research, consultation with experts, benchmarking with other districts, and internal best practices, the committee will make innovative recommendations for the design, implementation, monitoring, and evaluation of ongoing, high-high quality professional learning for all staff, staff based on student needs and system priorities. • Track Education Workforce Research and Trends: Identify innovative professional learning models, models based on current and future education workforce research and trends, trends while addressing the needs of all ALL types of employees in the system. • Strengthen Stakeholder Partnership: Gather input and feedback from stakeholders in the development of a high-quality professional learning cycle and program offerings for all staff. • Provide Value for All Staff: Make recommendations for the implementation of innovative and relevant professional learning opportunities to address the needs of staff, including an increased emphasis on entry-level workers and workers, at-risk employees in transition transition, and early careers careers, through proactive job training and career support. • Address Technology: Identify the different types of technology available to facilitate the charges above and ensure that employees are trained to use them. • Develop Communication Plans: Develop clear and comprehensive communication plans for all staff to understand the purpose, goals, goals and outcomes of professional learning and its value in a self-renewing and continuously improving organization. • Assess processes and programs: Assess the effectiveness of the adult learning initiatives, the use of technology, and the variety of programs offered, and make recommendations for revisions as necessary. The intent is to incorporate methods to evaluate and continuously improve professional learning in MCPS.

Joint Professional Learning Committee (JPLC. A joint committee that provides for regular, ongoing discussions and monitoring of adult learning in MCPS, resulting in recommendations to the superintendent. The committee will create a systemwide vision for ongoing and future professional learning that maximizes staff’s talents; proactively meets current and future needs; addresses race, class, and implicit bias; and guarantees a high-quality educational experience for all students. The vision will articulate a focus on how professional learning enhances instruction and professional growth and improves the work lives and careers of all staff, while enhancing MCPS’s ability to attract, develop, and retain a talented workforce. 2020–2023 ✦ MCAAP/MCBOA Agreement ✦ 5 • The membership of the JPLC will include the presidents (or designees) plus two (2) members from each employee organization and at least three (3) key MCPS staff who are charged with the development and implementation of adult professional learning. Guests may be invited by the JPLC as needed, without needing to alter the composition of the committee. The compo- sition of the group may be expanded by mutual agreement of the parties. Members of the committee will have appropriate decision-making authority. • The charge of the JPLC shall include but not be limited to the following: • Shape MCPS Professional Learning Program: Through the review of research, consultation with experts, benchmarking with other districts, and internal best practices, the committee will make innovative recommendations for the design, implementation, monitoring, and evaluation of ongoing, high-quality professional learning for all staff, based on student needs and system priorities. • Track Education Workforce Research and Trends: Identify innovative professional learning models, based on current and future education workforce research and trends, while addressing the needs of all types of employees in the system. • Strengthen Stakeholder Partnership: Gather input and feedback from stakeholders in the development of a high-quality professional learning cycle and program offerings for all staff. • Provide Value for All Staff: Make recommendations for the implementation of innovative and relevant professional learning opportunities to address the needs of staff, including an increased emphasis on entry-level workers and employees in transition and early careers through proactive job training and career support. • Address Technology: Identify the different types of technology available to facilitate the charges above and ensure that employees are trained to use them. • Develop Communication Plans: Develop clear and comprehensive communication plans for all staff to understand the purpose, goals, and outcomes of professional learning and its value in a self-renewing and continuously improving organization. • Assess processes and programs: Assess the effectiveness of the adult learning initiatives, the use of technology, and the variety of programs offered, and make recommendations for revisions as necessary. The intent is to incorporate methods to evaluate and continuously improve professional learning in MCPS.