Coaching Evaluation Clause Samples

Coaching Evaluation. The administration is encouraged to use an evaluation document jointly created by the Activities and Athletics Committee for the evaluation of head coaches. Athletic Directors will review with the head coaches their program’s performance at the end of each season; part of this review will reflect any practices and competitive events they witnessed. The decision to remove a coach is not subject to the grievance process.
View SourceView Similar (3)
Coaching Evaluation. A. To provide the best experiences for the athletes/participants in the programs, the Athletic Director shall meet with a coach/sponsor at the earliest possible, mutually convenient time to discuss any problems that could lead to the coach/sponsor not having the contract renewed for the next season. The Board-Administration and the HFEO agree that there shall be documented reasons for a coach/sponsor to not have a contract renewed for the following season. B. Coaches will be formally evaluated by the Director of Athletics and Activities or his/her designee. Any change to the formal evaluation instrument must be brought to the attention of the HFEO President by the Director of Athletics and Activities before the instrument is used. Both parties shall discuss any items on the instrument. C. Any surveys conducted by the Athletic Department shall be made available to the respective coaches and the HFEO President by request for viewing in full. The surveys are to be used proactively to enhance the program through constructive feedback.
View SourceView Similar (3)
Coaching Evaluation. The term "teacher" as used in this Article shall include professional persons receiving pay under Schedule B.
View SourceView Similar (3)
Coaching Evaluation. The evaluation form attached as APPENDIX E shall be used when coaches are evaluated. The Athletic Director is responsible for conducting the evaluation and implementing the evaluation procedure as follows: A. Coaches shall meet with the athletic director in a pre-evaluation conference prior to the beginning of the season for the purpose of discussing the instrument, procedure and expectations of the athletic director. B. A post evaluation conference will be held between the coaches and the athletic director within ten (10) days after the completion of the season for the purpose of discussing the completed evaluation forms. C. The athletic director and the coach being evaluated shall both retain a copy of the completed evaluation form. D. The athletic director will visit a minimum of two practices and two contests (one away if possible) for the purpose of completing the evaluation form. E. The high school principal is responsible for evaluating the athletic director. F. The high school principal is responsible for evaluating the coaching responsibilities of the athletic director. A. Grievance Report Form B. School Calendar 2009-2010 C. Extra Duty Schedule D. Salary Schedules 2009-2010 E. Evaluation Form, Interscholastic Athletic Coaches F. Sick Bank Application G. Evaluation Form GLFT H. ▇▇▇▇ ▇▇▇▇ Federation of Teachers Sick Bank I. Early Retirement Incentive
View Source
Coaching Evaluation. The administration is encouraged to use an evaluation document for the evaluation of coaches.
View Source
Coaching Evaluation. For each major sport (varsity football, varsity volleyball, cross country, varsity wrestling, varsity boys’ basketball, varsity girls’ basketball, varsity boys’ track, varsity girls’ track, varsity baseball, and varsity softball), the head coach will be formally evaluated no less frequently than once every three years and may be evaluated more often if a deficiency in performance is being addressed. The evaluation instrument will be the one currently in use by mutual agreement.
View Source
Coaching Evaluation. The evaluation form attached as APPENDIX E shall be used when coaches are evaluated. The Athletic Director is responsible for conducting the evaluation and implementing the evaluation procedure as follows: A. Coaches shall meet with the athletic director in a pre-evaluation conference prior to the beginning of the season for the purpose of discussing the instrument, procedure and expectations of the athletic director. B. A post evaluation conference will be held between the coaches and the athletic director within ten (10) days after the completion of the season for the purpose of discussing the completed evaluation forms. C. The athletic director and the coach being evaluated shall both retain a copy of the completed evaluation form. D. The athletic director will visit a minimum of two practices and two contests (one away if possible) for the purpose of completing the evaluation form. E. The high school principal is responsible for evaluating the athletic director. F. The high school principal is responsible for evaluating the coaching responsibilities of the athletic director.
View Source
Coaching Evaluation. The activities director will conduct all head coaching evaluations. All other assistant and middle school coaching evaluations will be conducted by the activities director and/or head coach. Evaluations will be completed within 30 days of the completion of the season/post season. 4 = Exceeds Expectations 3 = Meets Expectations 2 = Needs Improvement 1 = Not Observed A. Philosophy: 1. 2. Supports the philosophy of the Sisseton School District 4 3 2 1 3. Supports the philosophy of the Athletic Department 4 3 2 1 B. Personal Attributes: 1. Honest, positive role model for athletes 4 3 2 1 2. Disciplinarian 4 3 2 1 3. Enthusiasm 4 3 2 1 4. Leadership 4 3 2 1 5. Communication 4 3 2 1 C. Personal Conduct: 1. Exhibits ethical and moral behavior 4 3 2 1 2. Maintains emotion control - sets the proper example 4 3 2 1 3. Maintains professional demeanor 4 3 2 1 4. Uses appropriate language 4 3 2 1 5. Has appropriate appearance 4 3 2 1 D. Personnel Management: 1. Motivates student-athletes 4 3 2 1 2. Directs assistant coaches 4 3 2 1 3. Communicates with coaches, athletes, and parents 4 3 2 1 4. Disciplines athletes appropriately 4 3 2 1 5. Is sympathetic, fair, tolerant, and patient 4 3 2 1 E. Team Management: 1. Has a vision for success 4 3 2 1 2. Sets and communicates realistic goals 4 3 2 1 3. Maintains a high standard for athletes conduct and appearance 4 3 2 1 4. Defines the roles of the developmental teams 4 3 2 1 5. Athletes are aware of abilities and expectations 4 3 2 1 1. Knows the skills, techniques, and rules of the sport 4 3 2 1
View Source
Coaching Evaluation. The District values the contributions of bargaining unit members who elect to coach student athletics. Decisions regarding the annual appointment of coaching staff are within the Athletic Director’s discretion. The Athletic Director, or another certified administrator designated by him/her, will evaluate coaches’ performance at the conclusion of each season, taking into account any factors required under applicable law or Commissioner regulations. Coaches will have an opportunity to review evaluations with the Athletic Director. All forms and procedures to be used in this process will be collaboratively created and mutually agreed upon by both parties. If a District administrator receives a complaint about a coach’s performance, the administrator will share the complaint with the Athletic Director. If substance of the complaint concerns a matter that the Athletic Director would ordinarily investigate or address, he/she will inform the coach of the matter unless doing so would violate applicable law or regulations or detrimentally impair any investigation by the District or law enforcement authorities.
View Source

Related to Coaching Evaluation

  • EMPLOYEE EVALUATION A. Formal evaluation of employees shall be in writing and shall be for the purpose of establishing a record of the employee’s work performance. The evaluation may include but is not limited to: establishing performance standards and outcome measures, recognition of an employee’s efforts, as well as planning for improvement. Issues of attendance and punctuality may be addressed if they have previously been discussed with the employee. The employee’s job description shall be a basis for the evaluation. B. The evaluator shall review the written evaluation with the employee and provide the employee with a copy. The employee shall sign the evaluation acknowledging receipt. If the employee has objections to the evaluation, s/he, may within twenty (20) working days following receipt of the evaluation put such objections in writing and have them attached to the evaluation report and placed in his/her personnel file. C. The frequency of evaluations shall be determined by the District and generally occur every other year by April 1st for bargaining unit employees. If the District chooses to do so, it may conduct formal evaluations on an annual basis. An employee may request to receive one (1) annual evaluation. Such request shall be in writing to the employee’s supervisor with a copy to the Human Resources Department. D. The Human Resources Department will consult with the Federation in developing an outline of best practices to be used in conducting employee evaluations. E. When the District determines that an employee’s work performance is unsatisfactory, it shall inform the employee in writing of any deficiency and the improvement expected and provide the employee with the opportunity to correct the unsatisfactory performance within a reasonable time period established by the District. F. The judgment of an employee’s work performance by an evaluating supervisor shall not be the subject of a grievance. A grievance concerning an evaluation shall be limited to an allegation that the evaluation was done in bad faith or clearly untrue. The burden of proof shall rest with the grievant. Such grievance shall be filed at the next administrative level above that of the evaluator and that administrator shall provide a written decision within ten (10) working days of any hearing. If the grievance is not resolved, it may be appealed by submitting a written statement to the Human Resources Department within ten (10) working days following receipt of the administrative written decision. The written statement must clearly set forth why the previous decision is in error regarding the allegation of bad faith or being clearly untrue. The Director of Labor Relations, or designee, may review the record of the grievance and/or conduct a hearing and shall issue a written decision within ten (10) working days following such review or hearing. Such decision shall be final. G. Effective July 1, 2013, Sign Language Interpreters will be evaluated using the Educational Interpreter Performance Assessment (EIPA) pursuant to OAR 581-015-2035 and/or the District’s evaluation form.

  • PROGRESS EVALUATION Engineer shall, from time to time during the progress of the Engineering Services, confer with County at County’s election. Engineer shall prepare and present such information as may be pertinent and necessary, or as may be reasonably requested by County, in order for County to evaluate features of the Engineering Services. At the request of County or Engineer, conferences shall be provided at Engineer's office, the offices of County, or at other locations designated by County. When requested by County, such conferences shall also include evaluation of the Engineering Services. County may, from time to time, require Engineer to appear and provide information to the Williamson County Commissioners Court. Should County determine that the progress in Engineering Services does not satisfy an applicable Work Authorization or any Supplemental Work Authorization related thereto, then County shall review same with Engineer to determine corrective action required. Engineer shall promptly advise County in writing of events which have or may have a significant impact upon the progress of the Engineering Services, including but not limited to the following: A. Problems, delays, adverse conditions which may materially affect the ability to meet the objectives of an applicable Work Authorization or any Supplemental Work Authorization related thereto, or preclude the attainment of Project Engineering Services units by established time periods; and such disclosure shall be accompanied by statement of actions taken or contemplated, and County assistance needed to resolve the situation, if any; and B. Favorable developments or events which enable meeting goals sooner than anticipated in relation to an applicable Work Authorization’s or any Supplemental Work Authorization related thereto.

  • Job Evaluation The work of the provincial job evaluation steering committee (the JE Committee) will continue during the term of this Framework Agreement. The objectives of the JE Committee are as follows: • Review the results of the phase one and phase two pilots and outcomes of the committee work. Address any anomalies identified with the JE tool, process, or benchmarks. • Rate the provincial benchmarks and create a job hierarchy for the provincial benchmarks. • Gather data from all school districts and match existing job descriptions to the provincial benchmarks. • Identify the job hierarchy for local job descriptions for all school districts. • Compare the local job hierarchy to the benchmark-matched hierarchy. • Develop a methodology to convert points to pay bands - The confirmed method must be supported by current compensation best practices. • Identify training requirements to support implementation of the JE plan and develop training resources as required. Once the objectives outlined above are completed, the JE Committee will mutually determine whether a local, regional or provincial approach to the steps outlined above is appropriate. It is recognized that the work of the committee is technical, complicated, lengthy and onerous. To accomplish the objectives, the parties agree that existing JE funds can be accessed by the JE committee to engage consultant(s) to complete this work. It is further recognized that this process does not impact the established management right of employers to determine local job requirements and job descriptions nor does this process alter any existing collective agreement rights or established practices. When the JE plan is ready to be implemented, and if an amendment to an existing collective agreement is required, the JE Committee will work with the local School District and Local Union to make recommendations for implementation. Any recommendations will also be provided to the Provincial Labour Management Committee (PLMC). As mutually agreed by the provincial parties and the JE Committee, the disbursement of available JE funds shall be retroactive to January 2, 2020. The committee will utilize available funds to provide 50% of the wage differential for the position falling the furthest below the wage rate established by the provincial JE process and will continue this process until all JE fund monies at the time have been disbursed. The committee will follow compensation best practices to avoid problems such as inversion. The committee will report out to the provincial parties regularly during the term of the Framework Agreement. Should any concerns arise during the work of the committee they will be referred to the PLMC. Create a maintenance program to support ongoing implementation of the JE plan at a local, regional or provincial level. The maintenance program will include a process for addressing the wage rates of incumbents in positions which are impacted by implementation of the JE plan. The provincial parties confirm that $4,419,859 of ongoing annual funds will be used to implement the Job Evaluation Plan. Effective July 1, 2022, there will be a one-time pause of the annual $4,419,859 JE funding. This amount has been allocated to the local table bargaining money. The annual funding will recommence July 1, 2023.

  • Annual Evaluation The Partnership will be evaluated on an annual basis through the use of the Strategic Partnership Annual Evaluation Format as specified in Appendix C of OSHA Instruction CSP ▇▇-▇▇-▇▇▇, OSHA Strategic Partnership Program for Worker Safety and Health. The Choate Team will be responsible for gathering required participant data to evaluate and track the overall results and success of the Partnership. This data will be shared with OSHA. OSHA will be responsible for writing and submitting the annual evaluation.

  • JOC EVALUATION If any materials being utilized for a project cannot be found in the RS Means Price Book, this question is what is the markup percentage on those materials? When answering this question please insert the number that represents your percentage of proposed markup. Example: if you are proposing a 30 percent markup, please insert the number "30". Remember that this is a ceiling markup. You may markup a lesser percentage to the TIPS Member customer when pricing the project, but not a greater percentage. EXAMPLE: You need special materials that are not in the RS Means Unit Price Book for a project. You would buy the materials and ▇▇▇▇ them up to the TIPS Member customer by the percentage you propose in this question. If the materials cost you, the contractor, $100 and you proposed a markup on this question for the material of 30 percent, then you would charge the TIPS Member customer $130 for the materials. TIPS/ESC Region 8 is required by Texas Government Code § 791 to be compensated for its work and thus, failure to agree shall render your response void and it will not be considered. Vendor agrees to remit to TIPS the required administration fee or, if resellers are named, guarantee the fee remittance by or for the reseller named by the vendor?