Engaging local communities in support of the instructional program. Develops awareness about local neighborhoods and communities surrounding the school. Uses available neighborhood and community resources in single lessons. Seeks available neighborhood and community resources. Includes references or connections to communities in single lessons or sequence of lessons. Uses a variety of neighborhood and community resources to support the curriculum. Includes knowledge of communities when designing and implementing instruction. Utilizes a broad range of neighborhood and community resources to support the instructional program, students, and families. Draws from understanding of community to improve and enrich the instructional program. Collaborates with community members to increase instructional and learning opportunities for students. Engages students in leadership and service in the community. Incorporates community members into the school learning community.
Engaging at the expense of Owner, any outside collection agency Manager deems appropriate for the collection of rent or other revenues or instituting, in Manager’s name (but only if Manager so elects) or in the name of Owner, but in any event at the expense of Owner, any and all legal actions or proceedings to collect rent or other income from the Property or to oust or dispossess tenants or other persons therefrom, or cancelling or terminating any lease or the breach thereof or default thereunder by the tenant, and holding all security deposits posted by tenants and occupants and applying the same against defaults by the tenant or occupant. Manager shall hold all security deposits in a separate account if required by law or if requested by Owner. Manager shall not terminate any lease or evict the tenant thereunder without the prior approval of Owner.
Engaging. This phase targets the interaction with the stakeholders; thus, it will be in line with the activities planned in the dissemination, exploitation and outreach strategies.
Engaging except for natural persons, in any business or activity, including the operation of any other project, or incurring any liability or obligation not in connection with the project.
Engaging. A central task of MI is to establish and maintain engagement. It is the foundation everything else is built on. We continually monitor the quality of engagement in MI and if we see signs we’re losing engagement, we change what we’re doing. • Focusing MI helps people move towards a change, so we need a goal or target behaviour. The goal must have a direction of change, either stop, start or modify. The direction is like our beacon, it’s where we are moving towards. Everything we do in MI is in the service of helping people move in the direction of the change. • Evoking The first two tasks are not unique to MI, but evoking is unique to MI. Evoking means drawing out and reinforcing change talk. The amount of change and don’t change talk in a conversation is under the practitioner’s influence. Everything we do in MI is designed to evoke and reinforce change talk and to reduce or soften don’t change talk.
Engaging third parties or subcontractors (sub-processors)
Engaging. How can transformation be embedded within society? (Led by Climate Outreach & York: Corner & Xxxxxx) Theme 4 will synthesise findings and embed change through a process of wider engagement. Projects in Theme 4 will integrate and build on lessons from the Centre’s work on visioning, learning and trialling transformations to maximise the impact and legacy of C3T. The broader context to the Theme is an appreciation that mitigation and adaptation policies have often struggled to incorporate and apply social science knowledge14. We therefore address the challenge of societal embedding through projects that apply C3T learning to transformations in (a) the wider evidence base of policy, (b) organisational and public communication of climate change and (c) research cultures and practices. In line with the Centre’s vision, the Theme recognises the multiple levels and levers for transformation, including individual, community, organisational and governmental; the value-basis and temporal dimensions of transformation; and the critical role of engagement.
