Sentences with phrase «cost plan spends»

According to the USDA, a single person on the moderate - cost plan spends $ 262 per month on food.

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.

Jack Raudenbush, vice president of the $ 4.6 million company, which is based in Middletown, Pennsylvania, estimates that the change costs a few thousand dollars per year but calls it money well spent: «This was the type of plan our competitors had, and we needed to offer competitive benefits.»

Put simply, the house plan, entitled American Health Care ACT (AHCA), essentially caps what the government will pay to aid families and poor people, and what it will spend in total, regardless of how fast medical costs increase.

Additionally, there is some evidence that people tend to be more cautious with their healthcare spending in general when they have a high - deductible plan, even for nondeductible costs, so employers are trying to slow the total spending.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

The company, which makes data storage equipment, revealed plans in July to cut $ 850 million in annual spending, but it did not disclose the associated costs for the restructuring.

Morgan expects health costs to increase roughly 7 percent a year in retirement, partly from inflation and partly from increased usage, and suggests planning for health - care spending as a separate item.

Ford is now aiming to hit a pretax profit margin target of 8 percent by 2020, two years earlier than it previously planned, by slashing $ 25.5 billion in costs and $ 5 billion in capital spending.

Costs will also rise as the company said it plans to spend more on marketing, a move to fend off competition from hotels offering discounts on their own websites to lure travelers away from the likes of Priceline, which charges a fee for listing their inventory.

Some context: In 2016, Facebook spent $ 3.8 billion (pdf) on salaries, servers, energy expenses and other items it reports as «cost of revenue» that are similar in nature to Telegram's spending plans.

Well a more likely scenario is the one I laid out on this blog 4 days ago, where Trump doesn't get everything he asks for, and there are some spending cuts made, so the plan costs $ 25 trillion not $ 35, but I thought it was just over the course of 10 years.

According to documents outlining the ICO seen by Quartz, Telegram plans to spend $ 620 million over the next four years on the development of the chat app and related costs.

These things are still far from certain since you still have to deal with unknowns such as future financial market returns, your actual lifespan, healthcare costs and those times where life invariably gets in the way and causes you to spend more than you planned for.

Levy has also been working on plans to reduce costs at SFR, although disagreements with the phone unit's executives on how to go about reducing spending have slowed the process, people with knowledge of the matter said.

Finally, the PBO expresses concerns over the lack of detailed costing information for new policy initiatives and a plan to secure the spending restraint savings announced in the 2010 Budget.

I believe together, we will pave the path to create an industry standard of PBM - plan sponsor collaborative partnership model that reduces overall pharmacy costs, avoidable drug - impacted medical costs and optimize specialty spend» says Ravi Ika, Founder & CEO of RxAdvance.

The plan the authors propose — cutting the business tax rate to 15 percent, allowing full expensing, offering a reduced rate on repatriation, and increasing infrastructure spending — could cost $ 5.5 trillion by our estimates.

To accomplish optimal utilization of drug benefit, reduction in overall pharmacy costs, reduction in avoidable drug - impacted medical costs, and optimization of specialty spend, RxAdvance knows that it is critical to engage members, physicians, pharmacists, and plan sponsor's clinical / pharmacy staff in the decision - making process.

Its tailored, world - class services that reduce overall pharmacy costs, reduce avoidable drug impacted medical costs, and optimize specialty drug spend while improving patient quality of life are for all plan sponsors — health plans, accountable care organizations (ACOs), exchanges, state Medicaid programs, and employer groups.

Just stating a business without a clear plan will cost you more time than spending some extra time making a workable business plan.

They suggest starting with educating yourself financially and putting your plan on paper, tracking spending and cutting all unnecessary costs, and investing.

Having this kind of visibility into your business finances can help you prepare for and be able to quickly adjust to unexpected situations that may cost money you didn't plan on spending.

Coupled with health savings accounts (HSAs) and flexible spending accounts (FSAs) high - deductible plans offer a nimble and lower - cost alternative to the traditional PPO and HMO plans that dominate the benefits mix in the midsize benefit plan market.

Per a recent Financial Planning Association's (FPA) study [2], the cost of developing and building an initial financial plan is coming in at around $ 2,600 on average (which includes the cost of the advisor spending up to 13 hours interviewing the investor as a basis for the plan).

Would rather buy it all in bulk in one single trip and then I can take advantage of any multi-buy offers if needed — I keep seeing list after list of daily plans but no shopping list, I have to go through it all and spend hours to find each ingredient amount into a spreadsheet and add it all together and buy the corresponding pack of each thing to the right size as required — often realising that it will cost me more than # 200 a month just for the food and then refuse to do the diet because of the cost, for the unemployed this is way too expensive.

OnDemand enables food chains and purchasing co-ops to reduce cost and control risk in their supply chains through spend analytics and traceability programs, while Crossbow helps distributors simultaneously optimize, plan, monitor, and grow their inbound logistics networks with increasing efficiency.

Spending 8.5 on Pugh seems like a big risk (Alex Boone memories) and another potential cost cutter from this plan.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

City's new transfer plans could see the club spend over # 300 million gross this summer and Stones is expected to cost upwards of # 35m, despite his difficulties at Everton lately, with Manchester United and Chelsea also seen to sign the versatile England international.

16 to 18 is also the time when children really need to become much more future oriented, when you're projecting what they're going to spend out in the future, this is the time when you're putting your college plans together, sit down and talk with them about what is going to cost for them to be away for 4 years.

While remaining within a spending plan is crucial, you could be much better off investing a bit much more for a child infant stroller up front, instead compared to getting a low - cost infant stroller as well as having it damage after a pair of months.

Ms Flint continued: «Their plans would deny cities a referendum until a year after mayors have already been imposed by a Whitehall diktat, leading to additional costs and red tape at a time when local councils are dealing with spending cuts.

It takes real political guts to increase spending overseas at a time of desperate cost - cutting but the coalition is doing it, from # 6.6 bn in Labour's last full year in power to a planned # 8bn this year.

Cuomo has insisted that extending high rates on wealthy earners is a key piece of his budget, which also includes a $ 961 million spending increase for education aid and a $ 163 million plan to phase out college tuition costs at state and city universities for those who earn less than $ 125,000.

PSEG Long Island spent $ 9 million more than previously reported responding to a March storm that didn't deliver the expected wallop the utility had planned for, driving LIPA's annual storm costs over budget by 164 percent, the utility reported.

In releasing his plan, Faso — who as a member of the Assembly cut spending and championed proposals that led to real balanced budgets — called it a smart way to reduce costs, increase efficiencies and align New York with most other states in the nation that don't pass their Medicaid expenses down to county taxpayers.

Estimating a cost of this plan is a necessary element of deciding whether to further increase the City budget with the costs of this plan or to select other City spending to cut as a source of funding.

The lobby group's budget analysis singled out the minimum wage proposal backed by Gov. Andrew Cuomo, Democratic lawmakers and wage and labor advocates as the «most significant new business cost» in the spending plan.

The governor pitched the plan as if it had no cost to the state and would contribute to the state and local tax bases by employing people who spend money in the community.

WATERVLIET — The city is headed toward a 19.2 percent tax hike for 2018 and plans to cut spending because it can no longer can rely on cash reserves to cover its costs, according to the proposed $ 11.46 million budget presented to city residents.

In announcing his effort to move the plan forward, the governor said several million dollars would be spent to start the process, but he did not explain how he intended to finance the cost of constructing an additional track.

Even under the Affordable Care Act, as the state touts more than 2 million new enrollees in both Medicaid and commercial insurance plans, the state is not planning to spend any less on charity care — the state's budget commits nearly $ 800 million each year for the next five years to help hospitals defray the costs of providing care to the uninsured.

He wants to limit state spending to available resources, address unfunded pension costs, focus on paying for core services and reform the budgeting process by not waiting until the final days to pass a new tax - and - spending plan.

The proposal, expected to cost $ 160 million in Cuomo's $ 152 billion spending plan, is has been met with some skepticism by lawmakers, who question its estimated price tag and whether it is generous enough.

Mr Clegg rejected the suggestion the radical nature of the solutions proposed meant a commensurately radical cost to public spending plans.

Cuomo unveiled the plan with Democratic members of the New York House delegation after spending the last several weeks blasting the effort to shift Medicaid costs to the state as backed by GOP Reps. Chris Collins and John Faso.

A report found New York City's homeless crisis may cost more than what Mayor de BLasio is budgeting for in his spending plan.

The Trump administration reportedly is planning to offset the steep cost of a Mexico border wall by instructing the Department of Homeland Security to cut spending on surveillance technology and freeze the pay of federal officers in the 2019 fiscal year.

State officials plan to build a second pedestrian bridge to span Interstate 690 at the state fairgrounds in Geddes at a cost of $ 2.6 million, though officials can't say why they need to spend that much.