Sentences with phrase «achieve the changes required»

To achieve the changes required, stakeholders need to continue their commitment to improve how teachers, schools and universities work together to prepare graduate teachers.

The Integrated model therefore takes the position, somewhat in juxtaposition to contemporary practice, that achieving change requires more than the content of carefully constructed therapeutic conversation alone, albeit that this remains a crucial aspect of a therapeutic encounter.

Through this journey, I strive to help clients achieve the change required to view things differently and to live a more joyful and peaceful existence with meaning and purpose.»

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

However, because of the distributed network — which requires every computer to consent to any change — forks are not easy to achieve.

These risks and uncertainties include: Gilead's ability to achieve its anticipated full year 2018 financial results; Gilead's ability to sustain growth in revenues for its antiviral and other programs; the risk that private and public payers may be reluctant to provide, or continue to provide, coverage or reimbursement for new products, including Vosevi, Yescarta, Epclusa, Harvoni, Genvoya, Odefsey, Descovy, Biktarvy and Vemlidy ®; austerity measures in European countries that may increase the amount of discount required on Gilead's products; an increase in discounts, chargebacks and rebates due to ongoing contracts and future negotiations with commercial and government payers; a larger than anticipated shift in payer mix to more highly discounted payer segments and geographic regions and decreases in treatment duration; availability of funding for state AIDS Drug Assistance Programs (ADAPs); continued fluctuations in ADAP purchases driven by federal and state grant cycles which may not mirror patient demand and may cause fluctuations in Gilead's earnings; market share and price erosion caused by the introduction of generic versions of Viread and Truvada, an uncertain global macroeconomic environment; and potential amendments to the Affordable Care Act or other government action that could have the effect of lowering prices or reducing the number of insured patients; the possibility of unfavorable results from clinical trials involving investigational compounds; Gilead's ability to initiate clinical trials in its currently anticipated timeframes; the levels of inventory held by wholesalers and retailers which may cause fluctuations in Gilead's earnings; Kite's ability to develop and commercialize cell therapies utilizing the zinc finger nuclease technology platform and realize the benefits of the Sangamo partnership; Gilead's ability to submit new drug applications for new product candidates in the timelines currently anticipated; Gilead's ability to receive regulatory approvals in a timely manner or at all, for new and current products, including Biktarvy; Gilead's ability to successfully commercialize its products, including Biktarvy; the risk that physicians and patients may not see advantages of these products over other therapies and may therefore be reluctant to prescribe the products; Gilead's ability to successfully develop its hematology / oncology and inflammation / respiratory programs; safety and efficacy data from clinical studies may not warrant further development of Gilead's product candidates, including GS - 9620 and Yescarta in combination with Pfizer's utomilumab; Gilead's ability to pay dividends or complete its share repurchase program due to changes in its stock price, corporate or other market conditions; fluctuations in the foreign exchange rate of the U.S. dollar that may cause an unfavorable foreign currency exchange impact on Gilead's future revenues and pre-tax earnings; and other risks identified from time to time in Gilead's reports filed with the U.S. Securities and Exchange Commission (the SEC).

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

The plaintiffs note that, as DOL has estimated, «startup cost of compliance for affected industries will be $ 5 billion,» adding that «achieving compliance» with the April 2017 and subsequent January 2018 deadlines «requires affected entities to institute changes now in their systems, practices and products.»

Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.

Intellect and its Women in IT Forum will continue to work in an open and collaborative manner to inspire the cultural change required for achieving the targets set in Lord Davies» report.»

He acknowledges there are risks in the US distribution overhaul, but that the big profit growth being achieved in the company's Asian division will be able to offset a short - term dip from the investment required for the US changes.

«The proposal lacks clear governance arrangements, program specificity and the level of long - term funding required to achieve sustained behavioural change,» Mr Baird said in the letter.

This is an incredibly difficult question to answer for a variety of reasons, most importantly because over the years our once vaunted «beautiful» style of play has become a shadow of it's former self, only to be replaced by a less than stellar «plug and play» mentality where players play out of position and adjustments / substitutions are rarely forthcoming before the 75th minute... if you look at our current players, very few would make sense in the traditional Wengerian system... at present, we don't have the personnel to move the ball quickly from deep - lying position, efficient one touch midfielders that can make the necessary through balls or the disciplined and pacey forwards to stretch defences into wide positions, without the aid of the backs coming up into the final 3rd, so that we can attack the defensive lanes in the same clinical fashion we did years ago... on this current squad, we have only 1 central defender on staf, Mustafi, who seems to have any prowess in the offensive zone or who can even pass two zones through so that we can advance play quickly out of our own end (I have seen some inklings that suggest Holding might have some offensive qualities but too early to tell)... unfortunately Mustafi has a tendency to get himself in trouble when he gets overly aggressive on the ball... from our backs out wide, we've seen pace from the likes of Bellerin and Gibbs and the spirited albeit offensively stunted play of Monreal, but none of these players possess the skill - set required in the offensive zone for the new Wenger scheme which requires deft touches, timely runs to the baseline and consistent crossing, especially when Giroud was playing and his ratio of scored goals per clear chances was relatively low (better last year though)... obviously I like Bellerin's future prospects, as you can't teach pace, but I do worry that he regressed last season, which was obvious to Wenger because there was no way he would have used Ox as the right side wing - back so often knowing that Barcelona could come calling in the off - season, if he thought otherwise... as for our midfielders, not a single one, minus the more confident Xhaka I watched played for the Swiss national team a couple years ago, who truly makes sense under the traditional Wenger model... Ramsey holds onto the ball too long, gives the ball away cheaply far too often and abandons his defensive responsibilities on a regular basis (doesn't score enough recently to justify): that being said, I've always thought he does possess a little something special, unfortunately he thinks so too... Xhaka is a little too slow to ever boss the midfield and he tends to telegraph his one true strength, his long ball play: although I must admit he did get a bit better during some points in the latter part of last season... it always made me wonder why whenever he played with Coq Wenger always seemed to play Francis in a more advanced role on the pitch... as for Coq, he is way too reckless at the wrong times and has exhibited little offensive prowess yet finds himself in and around the box far too often... let's face it Wenger was ready to throw him in the trash heap when injuries forced him to use Francis and then he had the nerve to act like this was all part of a bigger Wenger constructed plan... he like Ramsey, Xhaka and Elneny don't offer the skills necessary to satisfy the quick transitory nature of our old offensive scheme or the stout defensive mindset needed to protect the defensive zone so that our offensive players can remain aggressive in the final third... on the front end, we have Ozil, a player of immense skill but stunted by his physical demeanor that tends to offend, the fact that he's been played out of position far too many times since arriving and that the players in front of him, minus Sanchez, make little to no sense considering what he has to offer (especially Giroud); just think about the quick counter-attack offence in Real or the space and protection he receives in the German National team's midfield, where teams couldn't afford to focus too heavily on one individual... this player was a passing «specialist» long before he arrived in North London, so only an arrogant or ignorant individual would try to reinvent the wheel and / or not surround such a talent with the necessary components... in regards to Ox, Walcott and Welbeck, although they all possess serious talents I see them in large part as headless chickens who are on the injury table too much, lack the necessary first - touch and / or lack the finishing flair to warrant their inclusion in a regular starting eleven; I would say that, of the 3, Ox showed the most upside once we went to a back 3, but even he became a bit too consumed by his pending contract talks before the season ended and that concerned me a bit... if I had to choose one of those 3 players to stay on it would be Ox due to his potential as a plausible alternative to Bellerin in that wing - back position should we continue to use that formation... in Sanchez, we get one of the most committed skill players we've seen on this squad for some years but that could all change soon, if it hasn't already of course... strangely enough, even he doesn't make sense given the constructs of the original Wenger offensive model because he holds onto the ball too long and he will give the ball up a little too often in the offensive zone... a fact that is largely forgotten due to his infectious energy and the fact that the numbers he has achieved seem to justify the means... finally, and in many ways most crucially, Giroud, there is nothing about this team or the offensive system that Wenger has traditionally employed that would even suggest such a player would make sense as a starter... too slow, too inefficient and way too easily dispossessed... once again, I think he has some special skills and, at times, has showed some world - class qualities but he's lack of mobility is an albatross around the necks of our offence... so when you ask who would be our best starting 11, I don't have a clue because of the 5 or 6 players that truly deserve a place in this side, 1 just arrived, 3 aren't under contract beyond 2018 and the other was just sold to Juve... man, this is theraputic because following this team is like an addiction to heroin without the benefits

This helps in achieving a very comforting posture, that helps in alleviating the aches and pains brought upon by the changes in human body due to pregnancy, and helps expecting mothers finally get that much required good night's sleep.

To enact these principles we believe there would have to be a statutory right to independent living (with the right to the support required to achieve that), a culture change to respect people's existing rights, such as ensuring those with learning disabilities are not denied their legal right to vote, and supporting people to have friends and relationships.

Of course this may change, but if it doesn't, then what is required to achieve the mandate of civilian protection and protection of civilian populated areas is that Gaddafi's forces must not be allowed to take the towns and cities he has lost.

Where you have three or more members per ward and the whole council is being elected, it only requires, in many cases, a small swing to achieve a quite disproportionate change.

This would not require a change in the legislation, but could be achieved simply through convention and a resolution of the house.

He did achieve additional disclosure of lawmaker's outside income, as well as reform of legislators» daily expense accounts and the go - ahead to change the state's constitution to require that lawmakers convicted of crimes forfeit their pensions.

It's quite clear achieving Klein's vision would require changes to the Senate rules, and then there's the little problem of the state Constitution, which isn't so easily amended.

The Aviation minister also commended the Ghana AIDS Commission and its partners for hosting the NHARCON 2018 conference, saying the event was a reminder that the goal to end AIDS was attainable and achieving it would require a change from «a business as usual» to a more result - oriented approach, to achieve maximum results in the midst of scarce national resources.

But getting hunters to live with fewer deer requires a radical change in attitude, and the only way to achieve it is not through technology but through old - fashioned education and conversation.

One key change would require the NSF director to certify that every grant will achieve one or more of six national goals — including strengthening the U.S. economy, bolstering national defense, increasing partnerships between academia and industry, and training the next generation of scientists.

Bioethicist John Harris of the University of Manchester inEngland, a member of the Hinxton Group's steering committee, believes that achieving our potential «might require some deliberate changes» to our genes.

We can still curb global warming and achieve sustainability, but it will require hard work, ingenuity, and a strong public mandate, combined with personal change — perhaps, dare I say it, even some level of sacrifice.

«We see no evidence of Kyoto actually leading to reductions in greenhouse gas emissions, much less of stimulating the fundamental technological change that will be required to achieve the 60 - 80 % reductions in greenhouse gas emissions that scientists tell us the world will need to achieve in order to prevent what the Framework Convention calls «dangerous interference with the atmosphere».»

To study the specific contribution of individual circuits requires observing changes before tight functional coordination is achieved.

I am also interested in how long is required for the surface temp to «achieve» 95 % of the ECS change: e.g. if climate sensitivity is 2K, how much time is required for the surface temp to increase by 1.9 K; and then how much longer for the deep oceans to increase by 1.9 K (or whatever 95 % of the projected increase in deep ocean temperature works out to.)

Achieving and maintaining a lean midsection requires you to implement balanced changes over a long period of time and to also manage lifestyle factors like sleep, stress, and alcohol consumption — variables that diet and exercise don't necessarily address.

But this is unrealistic, as achieving equilibrium requires continual adjustment that flows with the life changes that happen along the way.

Every single person that has ever made a change in their life built the necessary habits required to achieve their desired outcome.

It depends on your own specific needs because if you have been dealing with fat - loss for a few years, then you will probably have worked out that a life - style change is required to achieve fat - loss on a sustainable basis.

They work on their own when the planned weight - loss is 5 - 10 percent of body weight and are always used in conjunction with other measures (weight - loss medications or bariatric surgery) if a more significant weight - loss is needed or when lifestyle changes by themselves did not achieve the medically required weight - loss goal.

Congress included those savings in its fiscal 1994 budget resolution, and lawmakers are thus required to make changes in the program sufficient to achieve them.

Teachers and their supervisors should be able to describe in detail the changes in instruction required to achieve the new standards.

'... Teachers take responsibility for changes in practice required to achieve school targets and are using data on a regular basis to monitor the effectiveness of their own efforts to meet those targets.»

But achieving changes in standards and outcomes requires understanding how they are affected by policies, employee contracts, and regulations.

«While it is a sad indictment on society as a whole that we are still required to discuss and organise around issues of racism, the NUT Black Teachers Conference has been instrumental in helping members challenge and achieve change within their schools and colleges.

«The latter may require some changes in legislation to allow districts that have achieved a certain level of success with both traditional choice and charter options the opportunity to shift from the traditional charter application process, or at least allow for flexibility in authorizing.»

While the changes required by this shift can be challenging, they also create the opportunity for educators to make dramatic, lasting improvements in the lives of the millions of students who attend persistently low - achieving schools.

Changes enacted by the Trump administration today — such as slashing the capacity of the OCR, 40 eliminating the regulation to improve the quality of teacher preparation programs, 41 or weakening rules that protect students from deceptive borrowing practices42 — will require policymakers and advocates to revisit debates in the future in order to recover previously achieved successes.

Implementing change that focuses on individual teacher and student needs to achieve improved results requires first building a sound foundation that elicits trust and buy - in among stakeholders.

Achieving our Goals Sometimes Requires Changing the System.

Helping students achieve career readiness does not require a significant change in standards nor a totally new curriculum.

That requires, first of all, that people reach a shared understanding of the problems, why solving them is necessary, who should be involved, what new skills and knowledge will be required, and whether achieving a change is even possible.

With even the largest private funding efforts amounting to a very small expenditure relative to public spending, achieving systemic impact requires changing the way public dollars are spent.

In the end, success in achieving education goals — at the local, state and national levels — will require enhanced and good faith efforts to communicate and strategize around the many remarkable changes taking place that are literally redefining the world of education today.

To achieve the required improvements within the education system, we often see the use of policy levers to try and affect change, such as the Pupil Premium.

We may also consider whether there are less burdensome alternatives than requiring such things as changing a manufacturing process or an operating procedure; for example, we may decide that requiring the disclosure of information on or labeling a product would achieve the agency's objective.

Integrating AWD required only subtle changes to the F - TYPE's acclaimed styling — a prerequisite which Jaguar's design and engineering teams worked side by side to achieve — and the enhancements give AWD F - TYPEs even more presence.