EVALUATION AND DEVELOPMENT Clause Samples

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.
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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
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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...
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EVALUATION AND DEVELOPMENT. Evaluation
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EVALUATION AND DEVELOPMENT adjustments as needed.
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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.
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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.
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Related to EVALUATION AND DEVELOPMENT

  • Research and Development (i) Advice and assistance in relation to research and development of Party B; (ii) Advice and assistance in strategic planning; and

  • Learning and Development 8.1 The Ministry is committed to creating a people management environment where the focus is on enhancing capability and supporting our people to build successful and rewarding careers. 8.2 This will enable the Ministry to meet the needs and expectations of stakeholders and continuously improve the quality of the service it provides by ensuring we have the capability and capacity needed to meet the expectations of New Zealanders in delivering first class justice services. 8.3 The Ministry will value and prioritise development – promoting and supporting learning as a constant for everyone. Career and personal development will be a strong focus within the Ministry. 8.4 We will endeavour to ensure that every employee has access to a range of development opportunities that ensure they have the skills needed to perform effectively in their role, and to develop new skills for future roles. People will take responsibility for their own learning and development, and will have the support and tools to enable them to do this. 8.5 The Ministry recognises that our managers and team leaders are critical to our success. 8.6 We will ensure they have the skills necessary to be successful in their roles, and encourage and support them in continually developing their leadership and management skills. 8.7 We will work to clearly define management structures and career paths, and focus on ensuring we have the management and leadership capability necessary to lead us into the future. 8.8 We will work in partnership with our managers and team leaders to identify development opportunities that contribute to their success as a leader and supporting their career aspirations. 8.9 To achieve this, the Ministry will develop a comprehensive range of learning and development opportunities for managers and team leaders.

  • 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.

  • Creation and Development Fee If the Prospectus related to a Trust specifies a creation and development fee, the Trustee shall, on or immediately after the end of the initial offering period, withdraw from the Capital Account, an amount equal to the unpaid creation and development fee as of such date and credit such amount to a special non-Trust account designated by the Depositor out of which the creation and development fee will be distributed to the Depositor (the "Creation and Development Account"). The creation and development fee is the per unit amount specified in the Prospectus for the Trust. (16) Article III is hereby amended by adding the following section:

  • Staff Development As part of their induction, new staff will be made aware of this policy and will be asked to ensure compliance with its procedures at all times.