Professional Leadership and Growth Sample Clauses

Professional Leadership and Growth. UPCHS is committed to the Faculty taking a leadership role in a school environment where Faculty members’ talents will be supported and utilized to their fullest potential. Employees will have the opportunity to participate in decision-making roles on curricular and extra-curricular issues. . To this end, UPCHS will have six Standing Committees: (1) Leadership, (2) Professional Development, (3) Calendar and Programming, (4) Budget, (5) Stipend, and (6) Hiring. Ad Hoc Committees shall be established by the Principal and Leadership Committee as necessary. Faculty members shall have majority representation on all Standing Committees. At the start of each school year, the Principal and the UFT Chapter Leader will meet and determine the numbers of staff positions on each Committee. In all Standing Committees, Faculty representatives shall be democratically selected by Bargaining Unit Members using a process determined by the Bargaining Unit Members. All members of the Bargaining Unit will serve on a minimum of one Standing Committee or Ad Hoc Committee. Nonetheless, each school year, the longest standing committee member on each committee shall leave to join another committee. Shared decision-making is central to the philosophy of UPCHS and school and administrators are encouraged to solicit the input of Employees. Best efforts shall be made to reach consensus on School decisions and in Committee deliberations, although, and except as provided below, final decision making authority rests with the Principal.
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Professional Leadership and Growth. XXXX is committed to the Faculty taking a leadership role in a school environment where Faculty members’ talents will be supported and utilized to their fullest potential. Employees will have the opportunity to participate in decision-making roles on curricular and extra-curricular issues. To this end, UPPS will have seven (7) Standing Committees: (1) Leadership, (2) Professional Development, (3) Calendar and Programming, (4) Budget, (5) Stipend, (6) Hiring, and Middle School and High School Leadership Committee (“MHSLC”). Ad Hoc Committees shall be established by the Principal and Leadership Committee as necessary. Faculty members shall have majority representation on all Standing Committees. At the start of each school year, the Principal and the UFT Chapter Leader will meet and determine the numbers of staff positions on each Committee. In all Standing Committees, Faculty representatives shall be democratically selected by Bargaining Unit Members using a process determined by the Bargaining Unit Members. All members of the Bargaining Unit will serve on a minimum of one Standing Committee or Ad Hoc Committee. Nonetheless, each school year, the longest standing committee member on each committee shall leave to join another committee. Shared decision-making is central to the philosophy of UPPS and school and administrators are encouraged to solicit the input of Employees. Best efforts shall be made to reach consensus on School decisions and in Committee deliberations, although, and except as provided below, final decision-making authority rests with the Principal. Any Committee work outside of the work day and year is voluntary and paid the additional hourly rate. Committee members that plan events/activities are not required to attend and/or facilitate those events/activities. Committee will work in partnership with administration to ensure appropriate staffing for events can be secured. UPPS administration shall conduct a joint school professional development with UFT Chapter Representatives on committees no later than September 15th of each school year and will work in collaboration for the planning and delivery.
Sample 1
Professional Leadership and Growth. GDNYC is committed to the Faculty taking a leadership role in a school environment where Faculty members’ talents will be supported and utilized to their fullest potential. Employees will have the opportunity to participate in decision-making roles on curricular and extra-curricular issues. Faculty members shall have majority representation on school leadership bodies, including Leadership, Professional Development, Stipend, Calendar and Programming, Hiring and Budget Committees. The exact composition and authority of these bodies may differ, as outlined below. In all school leadership bodies on which Faculty members serve, Faculty representatives shall be democratically selected by Bargaining Unit Members using a process determined by the Bargaining Unit Members. Shared decision-making is central to the philosophy of GDNYCS and school and administrators are encouraged to solicit the input of Employees. Best efforts shall be made to reach consensus on School decisions and in Committee deliberations, although, and except as provided below, final decision making authority rests with the School.
Sample 1

Related to Professional Leadership and Growth

  • Professional Growth Professional growth is the continuous purposeful engagement in study and related activities designed to retain and extend the high standards of classified unit members.

  • Professional Learning A. School-based Professional Learning

  • Leadership Develop strong joint leadership, shift to coaching style of leadership and share information, including financial data.

  • Professional Growth Program There shall be a Professional Growth Program in place for all classified employees. Professional Growth is an organized activity designed to improve performance of employees in the classified service and to provide training for employees to gain new skills and abilities, to broaden their opportunity for promotion, to engage in study and related activities designed to retain and extend the high standards of the classified employee.

  • Corporate Compliance Program Maintain, and will cause each other Loan Party to maintain on its behalf, a corporate compliance program reasonably acceptable to Agent. Until the Obligations have been Paid in Full, Borrower will modify such corporate compliance program from time to time (and cause the other Loan Parties and Subsidiaries to modify their respective corporate compliance programs) as may be reasonable to attempt to ensure continuing compliance in all material respects with all material applicable laws, ordinances, rules, regulations and requirements (including, in all applicable material respects, any material Health Care Laws). Borrower will permit Agent and/or any of its outside consultants to review such corporate compliance programs from time to time upon reasonable notice and during normal business hours of Borrower.

  • Excellence excellence is the result of always striving to do better. This is represented by constant improvements to the way in which we deliver our services, which results in a high performing health service. • Respect – we demonstrate respect through our actions and behaviours. By showing each other respect, in turn we earn respect. • Integrity – integrity is doing the right thing, knowing it is what we do when people aren’t looking that is a true reflection of who we are. • Collaboration – collaboration represents working together in partnership to achieve sustainable health care outcomes for our community with a shared understanding of our priorities. • Accountability – together we have a shared responsibility for ensuring the best health care outcomes for our community. This is a reminder that it is not only our actions, but also the actions we do not do, for which we are accountable. Brief Summary of Duties (in order of importance)

  • Educational Leave Leave without pay may be granted for educational leave for the duration of actual attendance in an educational program.

  • Professional Growth Plan A written plan, self-directed or jointly developed between the teacher and evaluator, designed for the sole purpose of continuing teacher growth focused on areas identified in the teacher’s observations and/or evaluation. The approved form for the Professional Growth Plan is found at Ohio ES.

  • Alignment with Modernization Foundational Programs and Foundational Capabilities The activities and services that the LPHA has agreed to deliver under this Program Element align with Foundational Programs and Foundational Capabilities and the public health accountability metrics (if applicable), as follows (see Oregon’s Public Health Modernization Manual, (xxxx://xxx.xxxxxx.xxx/oha/PH/ABOUT/TASKFORCE/Documents/public_health_modernization_man ual.pdf):

  • Orientation Program The Company will allow a designated representative of the Local or Bargaining Unit up to one (1) hour per calendar month for the purpose of conducting the Communications, Energy and Paperworkers Union New Members’ Orientation Program. Such meetings will be conducted during the probationary period of employees, and will be held on Company premises. Employees participating in Orientation Program meetings during their normally scheduled working hours will not suffer loss of pay at their regular rate. Orientation Program meetings will be scheduled by Management and a Management representative may attend as an observer.

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