Sentences with phrase «by factor strategy»
Following standard practice, the authors first divide the universe into large and small stocks, and then partition the large - and small - stock subsets by factor strategy — value, momentum, low beta, quality, and illiquidity — to construct high - characteristic and low - characteristic portfolios weighted by market capitalization.
https://www.researchaffiliates.com/ 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.
Nevertheless, research published by the Content Marketing Institute identified the establishment of clear objectives and the formation of a coherent strategy as one of the most important factors in running a successful campaign.
Secondly, for maintenance services like plumber, electrician, there is a considerably low loyalty factor due to lack of personal connection & customers are mostly motivated by cheaper cost points & discounts; which is definitely not a sustainable strategy for any company.
These risks and uncertainties include, among others: the unfavorable outcome of litigation, including so - called «Paragraph IV» litigation and other patent litigation, related to any of our products or products using our proprietary technologies, which may lead to competition from generic drug manufacturers; data from clinical trials may be interpreted by the FDA in different ways than we interpret it; the FDA may not agree with our regulatory approval strategies or components of our filings for our products, including our clinical trial designs, conduct and methodologies and, for ALKS 5461, evidence of efficacy and adequacy of bridging to buprenorphine; clinical development activities may not be completed on time or at all; the results of our clinical development activities may not be positive, or predictive of real - world results or of results in subsequent clinical trials; regulatory submissions may not occur or be submitted in a timely manner; the company and its licensees may not be able to continue to successfully commercialize their products; there may be a reduction in payment rate or reimbursement for the company's products or an increase in the company's financial obligations to governmental payers; the FDA or regulatory authorities outside the U.S. may make adverse decisions regarding the company's products; the company's products may prove difficult to manufacture, be precluded from commercialization by the proprietary rights of third parties, or have unintended side effects, adverse reactions or incidents of misuse; and those risks and uncertainties described under the heading «Risk Factors» in the company's most recent Annual Report on Form 10 - K and in subsequent filings made by the company with the U.S. Securities and Exchange Commission («SEC»), which are available on the SEC's website at www.sec.gov.
The selling has continued this week, worsened by technical factors including the implosion of trading strategies that had bet on low volatility.
Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).
This new strategy, based on survey data we collected, increased employee satisfaction by 40 percent and improved two factors specifically: performance related to employee concentration and employees» ability to meet face to face and hold phone conversations.
His extensive experience in digital marketing and sales strategies has been a driving factor in growing Hatchbuck's sales by over 2,000 percent.
Factor - based ETFs generally employ a strategy that carves out a slice of a benchmark that is either developed internally or is provided by an industry benchmark provider.
By addressing other factors, this strategy means more risk but also the potential for greater returns.
By addressing the critical factors impacting your business, you can refocus and realign with the winning business strategy and psychology to compete and innovate in any economy.
June 1, 2016: A recent paper published by MSCI shows that Systematic Equity Strategy (SES) factors earned positive returns over a 20 - year period.
The ideal portfolio optimization algorithm perfectly balances trading costs, instruments, asset classes, factor exposure (but only when needed), strategies, and does it all under constraints imposed by risk management.
I agree with this totally and my price action trading strategies and trading philosophy reflect the belief that all fundamentals are factored into price and you can save a lot of time and stress by just learning to analyze price and avoiding forex news and fundamentals.
Conviction sentiment is determined by the K2 Advisors» Research group based on a variety of factors deemed relevant to the analyst (s) covering the strategy or sub-strategy and may change from time to time in the analyst's sole discretion.
Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled cFactors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled cfactors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.
Forward - looking statements are based on estimates and assumptions made by BlackBerry in light of its experience and its perception of historical trends, current conditions and expected future developments, as well as other factors that BlackBerry believes are appropriate in the circumstances, including but not limited to the launch timing and success of products based on the BlackBerry 10 platform, general economic conditions, product pricing levels and competitive intensity, supply constraints, BlackBerry's expectations regarding its business, strategy, opportunities and prospects, including its ability to implement meaningful changes to address its business challenges, and BlackBerry's expectations regarding the cash flow generation of its business.
Rather than relying solely on market exposure to determine a stock's performance relative to its index, smart beta strategies allocate and rebalance portfolio holdings by relying on one or more «factors.»
By systematically and deliberately setting exposure factors such as momentum, quality, or value, managers can utilize smart beta strategies to improve returns, reduce risk or enhance diversification.
Many institutional strategies derive excess returns by implicitly shorting those exact same risk factors.»
Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commfactors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commfactors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commfactors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange CommFactors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.
(b) Metcash has adopted a strategy of assisting independent retailers supplied by it to compete against the major supermarket chains in terms of both price and non-price factors.
By drawing on the strengths of the small farmers strategies to sustainably produce food and factors affecting the viability of small farmers, this Chapter analyses the potential of non-certified organic agriculture.
A new Journal of Wildlife Management article examines the risk factors and mitigation techniques from literature published from 1940 - 2016 and provides new strategies by region to target high - risk poles that could substantially reduce the mortalities.
The three species, which have varying larval dispersal strategies, were simulated in a dynamic natural marine system over time to determine whether dispersal was driven by environmental or biological factors for the modeled species.
Among the unexpected «hits» revealed by this assay were a cyclic AMP signaling network and a group of transcription factors important in melanocyte development, each suggesting potential new strategies for overcoming resistance.
By identifying these factors early on, the research team hopes to have a better chance of providing effective cognitive strategies to help risk - seeking adolescents regulate their emotions and avoid risk - taking behavior and substance abuse.
The aim of the study, led by PhD student, Helen Rockliff, from the University of Bristol's School of Clinical Sciences, was to find out what types of coping strategies, social circumstances and personality traits — called psychosocial factors — help people through IVF treatment, and which types are linked to especially high stress levels, and can lead to depression and anxiety disorders.
«To mitigate the effects of climate change, we can talk about two types of options: to attack it at its origin, by eliminating or reducing the human factors that contribute to it (such as, reducing emissions, controlling pollution, etc.) or developing strategies that allow for its effects to be reduced, such as, in the case that concerns us, increasing green areas in cities, using, for example, the tops of buildings as green roofs,» states the University of Seville researcher, Luis Pérez Urrestarazu.
This strategy was intended to help narrow the complex NCD issue by focusing on four diseases: diabetes, CVD, respiratory disease, and cancer, and four risk factors: tobacco, physical inactivity, alcohol, and diet.
By developing blood biomarkers and «immunologic signatures» related to antigen - specific T - cell responses, the researchers hope to identify individuals with latent TB infection who are at greatest risk for progression to active disease, allowing development of prevention strategies to target those at highest risk in areas with high rates of infection (usually low - and middle - income countries), as well as high income countries such as the U.S., where factors such as recent infection and HIV co-infection are associated with an increased risk of progression to active TB.
(PMID: 3083412) Download PDF [ii] Noma Y, Sideras T, Naito T, Bergstedt - Lindqvist S, Azuma C, Severinson E, Takabe T, Kinashi K, Matsuda F, Yaoita Y, Honjo T. Cloning of cDNA encoding the murine IgG1 induction factor by a novel strategy using SP6 promoter.
We hope that by understanding the genetic and environmental factors that predispose to mental illnesses, and understanding the mechanisms of disorders within the brain, that we can develop new strategies to better treat, manage, and ultimately to prevent them.
Systemic bacterial infections such as those caused by Salmonella are highly regulated and complex processes that include sophisticated offensive and defensive strategies by both pathogen and host that are orchestrated by virulence factors.
These results provide the validity to the newly developed hypoxia / reoxygenation culture system for examining the regulation of CSCs in breast cancer cell lines by niche factors in the tumor microenvironment and developing differential targeting strategies to eradicate breast CSCs.
Within 90 days [due approx January 2011] after the date of enactment of this Act, or upon completion of reference designs for the Space Launch System and Multi-purpose Crew Vehicle authorized by this Act, whichever occurs first, the Administrator shall provide a detailed report to the appropriate committees of Congress that provides an overall description of the reference vehicle design, the assumptions, description, data, and analysis of the systems trades and resolution process, justification of trade decisions, the design factors which implement the essential system and vehicle capability requirements established by this Act, the explanation and justification of any deviations from those requirements, the plan for utilization of existing contracts, civil service and contract workforce, supporting infrastructure utilization and modifications, and procurement strategy to expedite development activities through modification of existing contract vehicles, and the schedule of design and development milestones and related schedules leading to the accomplishment of operational goals established by this Act.
The findings suggest that the role of these urovirulence factors may be important in only one of multiple strategies used by E. coli to infect the bladder.
While employment barriers or factors that hinder achieving employment goals for veterans with spinal cord injury have been well documented, research has yet to explore the strategies used by this cohort to succeed in the workplace.
Leave your house every day 30.11.2017 Healthy lifestyle - longer life with less disability towards the end 03.11.2017 1998: walk a couple of kilometres a day and halve your chance of dying 13.10.2017 Longevity strategy: keep up your DHEA, testosterone and IGF - 1 levels 02.08.2017 The anti-aging effect of a simple relaxation exercise 01.08.2017 Eat a handful of nuts every day and you'll live almost two years longer 22.07.2017 Coffee is healthy, but not caffeine 15.07.2017 Live two years longer with extra vitamin E 14.07.2017 Potassium rich diet protects against stroke and reduces mortality risk 11.07.2017 Meta - analysis: you can reduce your mortality risk by a factor of 5 through your diet 07.07.2017 Subjective age says more about chance of serious illness than objective age 28.04.2017 Animal study: half cup of green tea daily is life extending 15.04.2017 Delay aging without strict diet: supplement with ketones 05.04.2017 The gene that gets you to 100 and still healthy reacts to diet 04.04.2017 Conflictive and stressful relationships are fatal 30.03.2017 Slow reactions?
Stratified analyses were also conducted by methodologic quality, sex, type of dietary assessment tool (food frequency questionnaires vs food records and 24 - hour recall), continental region (North America, Europe, and Asia), and type of prevention strategy (primary vs secondary) to assess the influence of these factors on the observed associations between diet and CHD.
We believe that one of the greatest school - based factors for improving education today is empowering educators with opportunities to develop a growth mindset by working together to build skills and strategies to increase the impact of their instruction in the classroom.
«The approach I use allows me to investigate what factors actually lead to the discovery and use of more efficient strategies, including retrieval - based strategies — by that I mean direct retrieval, just knowing the answer and stating it — or using decomposition strategies, where students partition numbers to make use of the facts that they do know,» Hopkins says.
The dissertation examined the perspectives of African American and white faculty mentors of African - American undergraduate students through a comparative analysis of the factors that influence the faculty members» mentorship of students, the role of formative experiences in faculty's philosophy and approach to mentorship around issues of race, and the advising and counseling strategies employed by faculty when assisting African American undergraduate students negotiate their perceived experiences of racial conflict.
The Commission will examine factors that impact spending in education, including: school funding and distribution of State Aid; efficiency and utilization of education spending at the district level; the percentage of per - pupil funding that goes to the classroom as compared to administrative overhead and benefits; approaches to improving special education programs and outcomes while also reducing costs; identifying ways to reduce transportation costs; identifying strategies to create significant savings and long - term efficiencies; and analysis of district - by - district returns on educational investment and educational productivity to identify districts that have higher student outcomes per dollar spent, and those that do not.
to develop strategies used by school staff — administrators, support staff and teachers — to improve educational, behavioral and health outcomes for all students, enumerating those factors at the school, classroom and community levels
Given these factors, there is no denying the need to develop online courses bolstered by sound instructional design strategies.
The study examines the principal strategies, models, and practices that these schools implemented, the factors facilitating and inhibiting implementation in SLC schools, and how outcomes for SLC schools, as measured by student achievement and school behavior, change over time.
School improvement strategies and curriculum changes should not be made on the basis of score changes that may be caused by factors other than educational improvements.
Learners can learn and apply techniques or strategies for reducing call time, but their average call time reduction will be affected by any number of factors that are out of the learners» control, like the complexity of the issues callers have, or the effectiveness of the techniques and strategies for call time reduction they're provided with.