Personal Contacts. Visits, Visitations, and Delegations Personal contacts, visits, visitations, and delegations are derived from Xxxxx, through whom God Himself has visited us. Mutual acceptance, as Xxxxxx has accepted us, can be experienced in per- xxxxx encounters. These visits should involve women, men, and youth, pastors and lay personnel. All parties should receive thorough preparation. A delegation should be composed according to the topic of a visit in order to ensure beneficial opportunities for learning. Visitors should see all sides of the life of the church, and should not communicate only with the pastors. Because visits help participants to get a different perspective on their own situation, time is needed for evaluation and for discussion of common issues. Visits shall be jointly prepared in good time. Mutual visitations are an expression of mutual assistance in church leadership. The respective partners should each contribute towards the costs of visits and visitations ac- cording to their abilities.
Personal Contacts. B. All applicants for any teaching position in the Xxxxxx School District must have a valid Arizona certificate for teaching the position for which they are an applicant.
Personal Contacts. Nature Each job requires the employee to deal with others such as students, parents, organizations, or community groups within or outside the organization. Contacts may be by telephone, email, or face-to-face. Frequency of contacts is a consideration. Choose the level that best represents the majority of the work for which you or the employee does in this factor by placing an “X”. Additional rationale for the selected level can be written at the bottom of the page by the employee or the supervisor. Employee Rating Supervisor Rating Committee Rating Contacts are primarily within the work site, with employees/students in the immediate work area or in related units in the school district. A Frequent contact with employees in other departments and teachers. B Frequent contact with a large number of students, teachers and/or the general public including vendors and other outside agencies. C Frequent contact with individuals or groups that require a higher level of discussion, problem solving and/or decision making. D Additional Rationale:
Personal Contacts. Purpose This factor evaluates the primary purpose of contacts such as providing information, caregiving, consulting, or negotiations. Choose the level that best represents the majority of the work for which you or the employee does in this factor by placing an “X”. Additional rationale for the selected level can be written at the bottom of the page by the employee or the supervisor. Employee Rating Supervisor Rating Committee Rating The primary purpose is to obtain, clarify, or give facts or information concerning routine matters. A The primary purpose is to facilitate work processes or resolve problems using methods such as gathering information, evaluating facts and information, or interpreting procedures. B The primary purpose is to provide a service to others that involves assessment of needs requiring independent judgment and/or evaluation. C The primary purpose is to instruct and advise others to obtain desired actions, and/or to investigate issues to ensure compliance with rules and regulations. D Additional Rationale:
Personal Contacts. (a) Official contacts involving CDFA/CDPR and county personnel, or meetings to discuss issues and concerns shall be by appointment. The purpose shall be described in advance is such detail as to achieve maximum value from the official contact or meeting.
Personal Contacts. A. Certified Staff, with the exception of the school counselor(s) and the school nurse, will make one personal contact with the parent or guardian of each student once each nine-week marking period in addition to comments on the report card. The personal contact will address the social and emotional aspects of the student as well as addressing academic achievements. Parent or guardian contacts may be person to person, by phone, or written narrative.
Personal Contacts. Contacts outside the agency are with company or corporate officials or with host country Government executives in negotiations in unstructured settings. Occasional contacts are with the General Accounting Office of the Inspector General Officials on specific claims or protests. Contacts within the agency include managers and program officials, contract review staff, small and minority business advisor, legal counsel, and budget and finance staff.
Personal Contacts. The chewing of tobacco or gum and/or smoking are deemed as disrespectful and discourteous by a large portion of society. Therefore members shall not partake in these activities when making personal contact with citizens in the performance of their duties.
Personal Contacts. The findings from the literature review will act as a standalone output and will be made available for the second Steering Group meeting at the beginning of February when the shape of the second stage of the research will be agreed. CRAC will provide a report containing the following elements: Summary of the key factors likely to influence the wider impact (including ‘soft power’) of international students studying in the UK; Detailed analysis of the key factors; Recommendations on factors for use during investigations in our primary research; Implications for policy and practice; Gaps in the literature; Bibliography of key documents used in the review; Appendix: overview of the literature search methodology.
Personal Contacts. Visits, Visitations and Delegations Personal contacts, visits, visitations and de- legations are derived from Xxxxx, through whom God Himself has visited us. In per- xxxxx encounters mutual acceptance can be experienced, as Xxxxxx has accepted us. Both pastors and lay co-workers, women and men, should be involved in these visits, and all parties should receive thorough pre- paration. Visitors should see all sides of the life of the church, and should not communicate only with the pastors. Visits help to get another perspective of one’s own situation. Therefore we need time for evaluation and for discussion of com- mon issues. Visits shall be jointly prepared in good time. Mutual visitations are an expression of mu- tual assistance in church leadership. The respective partners should contribute towards costs of visits and visitations accor- ding to their abilities.
