Sentences with phrase «economic development strategy by»

Converting older buildings into residential units is part of deliberate economic development strategy by Brown, who wants at least 2,000 more apartments, condos and townhouses to come on line in downtown during the next three years.

«This was Governor Cuomo's baby and it's failed, and if it's true that del Lago's failing and if it's true that Seneca Nation is failing and the racinos, this is all a failed economic development strategy by Governor Cuomo and this really lays at his feet and no one else's,» he said.

«The Governor has fundamentally transformed the state's economic development strategy by creating a locally - driven, bottom - up process that has proven effective — with a record 8.1 million private sector jobs in New York and unemployment down to its lowest levels in over a decade at 4.6 percent,» Fashouer said in a statement.

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.

Sentiment was buoyed by developments on the Korean Peninsula, but «the devil is in the details (or nuclear disarmament) and economic impact may be slow to follow,» Vishnu Varathan, head of economics and strategy and Mizuho Bank, said in a morning note.

We've had a good start with the Foundation for Puerto Rico, a not - for - profit whose mission is «to transform Puerto Rico... by driving economic and social development through sustainable strategies.»

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»).

Playing into the tension between (growing) state capitalism and (historically dominant) free market is China's ongoing development of its own version of the Marshall Plan — displaying the world's only global economic strategy driven by a trillion - plus dollars of investment into international infrastructure.

In recent months, revelations from European authorities about the tax avoidance strategies used by Google, Starbucks and Amazon have all stirred public anger and spurred several European governments, as well as the Organization for Economic Cooperation and Development, a Paris - based research organization for the world's richest countries, to discuss measures to close the loopholes.

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.

Other economic policies include reducing the regulatory burden for small businesses and northern development; a new $ 75 million venture capital fund to help businesses commercialize new technology developments; a $ 900 million Strategic Aerospace and Defence Initiative and a $ 250 million Automotive Innovation Fund to support these industrial sectors; a $ 1 billion Community Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements with emerging markets; as well as a reorganization of federal regional development development; a new $ 75 million venture capital fund to help businesses commercialize new technology developments; a $ 900 million Strategic Aerospace and Defence Initiative and a $ 250 million Automotive Innovation Fund to support these industrial sectors; a $ 1 billion Community Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements with emerging markets; as well as a reorganization of federal regional development Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements with emerging markets; as well as a reorganization of federal regional development development strategies.

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 Commission.

Initially, the bank's program for alleviating global poverty was dominated by a strategy of economic growth, measured primarily in terms of GDP and channeled largely through big projects aimed at infrastructure development that benefited the rich more than the poor.

Social development has already made a contribution to the economic development of the state and he has a long quotation from his earlier writing to affirm that it is possible to develop a Kerala Model of Economic Growth on the foundation of its Model of Social Development by a new State strategy of «transforming its expenditure on education and health from merely a social welfare expenditure into an investment in human capital», and that in fact any other path of economic growth is full of risks for Kerala which has only «limited raw material and fuel resourdevelopment has already made a contribution to the economic development of the state and he has a long quotation from his earlier writing to affirm that it is possible to develop a Kerala Model of Economic Growth on the foundation of its Model of Social Development by a new State strategy of «transforming its expenditure on education and health from merely a social welfare expenditure into an investment in human capital», and that in fact any other path of economic growth is full of risks for Kerala which has only «limited raw material and fuel resourceseconomic development of the state and he has a long quotation from his earlier writing to affirm that it is possible to develop a Kerala Model of Economic Growth on the foundation of its Model of Social Development by a new State strategy of «transforming its expenditure on education and health from merely a social welfare expenditure into an investment in human capital», and that in fact any other path of economic growth is full of risks for Kerala which has only «limited raw material and fuel resourdevelopment of the state and he has a long quotation from his earlier writing to affirm that it is possible to develop a Kerala Model of Economic Growth on the foundation of its Model of Social Development by a new State strategy of «transforming its expenditure on education and health from merely a social welfare expenditure into an investment in human capital», and that in fact any other path of economic growth is full of risks for Kerala which has only «limited raw material and fuel resourcesEconomic Growth on the foundation of its Model of Social Development by a new State strategy of «transforming its expenditure on education and health from merely a social welfare expenditure into an investment in human capital», and that in fact any other path of economic growth is full of risks for Kerala which has only «limited raw material and fuel resourDevelopment by a new State strategy of «transforming its expenditure on education and health from merely a social welfare expenditure into an investment in human capital», and that in fact any other path of economic growth is full of risks for Kerala which has only «limited raw material and fuel resourceseconomic growth is full of risks for Kerala which has only «limited raw material and fuel resources».

«They were programmed into the national budget and utilized by the Nigerian government in line with its National Economic Empowerment and Development Strategy (NEEDS).

The Leadership Council, as required by the Department of Defense, will focus on the strategic planning and technical direction of the institute while the governance board will help oversee and implement business outreach and economic development strategy.

«You can't imagine that a council is going to devise an economic development plan or strategy all by itself without any form or shape... without direction from the professionals, I don't know how successful they would be.»

This is a strategy broadly supported by the Organisation for Economic Cooperation and Development: it acknowledges the spending cuts are damaging the recovery, yes, but calls them «needed», too.

The regional councils have vastly improved the state's approach to economic development by focusing on bottom - up regional strategies, Zemsky said.

Miner said upstate New York is getting shortchanged by tax break deals in New York's economic development strategy.

The Erie County Comprehensive Economic Develompent Strategy (CEDS) is an extraction and combining of the primary findings and strategic directives of several recent planning studies and reports undertaken by County and City government, economic development organizations and area instiEconomic Develompent Strategy (CEDS) is an extraction and combining of the primary findings and strategic directives of several recent planning studies and reports undertaken by County and City government, economic development organizations and area instieconomic development organizations and area institutions.

In an editorial in Science last week titled «Australia needs a strategy,» Chubb, a neuroscientist by training who has served as chief scientist since May 2011, wrote: «It troubles me that Australia remains the only country among the members of the Organisation for Economic Co-operation and Development (OECD) without a science or technology strategy.»

«Reducing the approval time of genetically modified crops results in generating economic gains, potentially contributing to reducing malnutrition and saving lives, and can be an inexpensive strategy for reaching the UN Sustainable Development Goal of eradicating malnutrition by 2030, Justus Wesseler says.

A graduate of the University of Virginia, Sara is a 2016 Stevie Award Winner for «Female Innovator of the Year;» a Global Shaper with the World Economic Forum; an American Express Ashoka Emerging Innovator; a Cordes Fellow with the Opportunity Collaboration; a Peace X Peace 2012 Women, Power, & Peace Award Winner (Generation Peace Award); the only U.S. recipient of the Youth Leader Award in the Americas by the Inter-American Development Bank Annual Board of Governors Meeting; an Ashoka Activating Empathy Award Winner; a three - time Beyond Sport Award Finalist; named a «Woman Entrepreneur» by World Resources Institute New Ventures Mexico; a Creative Community Fellow with National Arts Strategies; a StartingBloc Fellow; a Finalist Nominee Social Entrepreneur / Innovator for the Women's Information Network 18th Annual Young Women of Achievement Award; 1 of 3 Artists Transforming the World by the Arts and Healing Network; Global Good Fund Fellow; honored among The Jewish Week NY's «36 Under 36»; and a Susan Schiffer Stautberg Leadership Fellow.

Hosted by the California Workforce Association, this dynamic conference offers a framework for workforce, economic development, education and business and industry to collaboratively support regional economies and identify workforce development initiatives and strategies that address critical issues facing California's major regional industry sectors.

Juicy Excerpts: The idea at the root of the buy - and - hold strategy is that price changes are determined by unforeseen economic developments.

In an article on the Brooklyn Navy Yard, The Wall Street Journal highlighted a recent report issued by the Pratt Center for Community Development, which identified successful strategies for economic development used in the Development, which identified successful strategies for economic development used in the development used in the Brooklyn...

Today's funding trends such as Creative Place - making, made possible through partnership enterprises among foundation, governmental, and financial - sector support, such as ArtPlace America, are concentrated on giving art and artists opportunities in diverse communities yet also require artists and arts organizations to think through an entrepreneurial frame by integrating their initiatives into their community's economic development and community revitalization strategies and having the potential to attract additional private and public support of the community.3 Is this a worthy challenge of contemporary arts insularity or does it discount subversive and against - the - grain art production, made by and for art communities, including that which is made within and by these same diverse communities that are being targeted by new funding initiatives as in need of help in the form of artistic interventions?

Once national or municipal authorities understand how urban agriculture can contribute to their policy goals, they often seek to facilitate the development of urban agriculture by means of pro-active policies and intervention strategies that enhance the socio - economic and nutritional benefits of urban agriculture, while reducing potential associated health and environmental risks.

By including industrial energy efficiency as a core component of economic development strategies, policymakers can help ensure that today's capital investments in infrastructure and industry leave U.S. manufacturers better positioned to compete in the 21st century.

Activities supported by the five regional commissions include, among others, the creation of strategies to integrate climate change consideration into development plans, the assessment of the economic impacts of climate change, and the evaluation of the costs of mitigation and adaptation.

The latter part is more original stuff, as I (i) make the case for how China's clean energy push is in fact consistent with its overall economic reform, e.g. Scientific Development, reduction of excess industrial capacity, natural resource price reform, western development, boosting domestic consumption, and Going Out strategy; (ii) describe China's activities in innovation and R&D and its desire to create, not just produce, energy technologies of the 21st century; (iii) address criticisms that China's «indigenous innovation» policies are protectionist in nature by pointing out the myopia of such observations from a US (or EU for that matter) policymakers point of view; (iv) provide thoughts about what the proper U.S. policy responseDevelopment, reduction of excess industrial capacity, natural resource price reform, western development, boosting domestic consumption, and Going Out strategy; (ii) describe China's activities in innovation and R&D and its desire to create, not just produce, energy technologies of the 21st century; (iii) address criticisms that China's «indigenous innovation» policies are protectionist in nature by pointing out the myopia of such observations from a US (or EU for that matter) policymakers point of view; (iv) provide thoughts about what the proper U.S. policy responsedevelopment, boosting domestic consumption, and Going Out strategy; (ii) describe China's activities in innovation and R&D and its desire to create, not just produce, energy technologies of the 21st century; (iii) address criticisms that China's «indigenous innovation» policies are protectionist in nature by pointing out the myopia of such observations from a US (or EU for that matter) policymakers point of view; (iv) provide thoughts about what the proper U.S. policy response should be.

Under the proposed FY2017 budget, the POWER + Plan provides $ 75 million for economic and workforce development strategies in areas affected by changes in the coal economy.

Although originally conceived by China in 2013, OBOR (or the «Belt and Road Initiative») is firmly on the current global agenda, and refers to the Chinese government's significant investment and development strategy with the expressed intention of promoting economic co-operation among countries along OBOR routes.

Indeed, HKIAC sees 2017 as a critical year to tap the opportunities generated by the Belt & Road Initiative (OBOR), which is an extensive outbound investment and development strategy launched by the Chinese government in 2013 to promote economic cooperation among countries along the OBOR routes.

Details of the strategy will be announced by the Minister of Innovation, Science and Economic Development in the coming months.

Foreign intrigue was further stimulated by the establishment of Economic Development Board centres abroad in Hong Kong and New York (The EDB is «the lead government agency for planning and executing strategies to enhance Singapore's position as a global business centre»).

The approach set out by the Inquiry is consistent with the international strategy for capacity development and the Harvard project - emphasizing the crucial role of governance and control by the group who is aiming to achieve sustained social and economic development.

By virtue of the right to self - determination Aboriginal and Torres Strait Islander peoples should able to «freely pursue our economic, social and cultural development» [85] and to «determine and develop priorities and strategies» for exercising our right to development.

Strategies: Develop economic development partnerships with all government levels; foster increased take up of economic opportunities by communities, organisations and individuals; encourage and improve attendance, retention and academic achievement rates of Aboriginal students; ensure equitable literacy and numeracy levels; advocate for increased CDEP places; identify employment opportunities; and conduct community workshops promoting employment opportunities.

Strategies: development of management policy for land held by the Aboriginal lands Trust; negotiate access and economic rights to SA oceans, seas and waterways to support traditional and sustainable conservation and use practices; giving local Aboriginal heritage groups greater responsibility for heritage management; developing more appropriate ways to protect the authenticity, appropriation and misuse of Aboriginal art.

[121] The link between native title and economic development has been further acknowledged by the Government through its decision to include native title in its Indigenous Economic Development Seconomic development has been further acknowledged by the Government through its decision to include native title in its Indigenous Economic Developmendevelopment has been further acknowledged by the Government through its decision to include native title in its Indigenous Economic Development SEconomic DevelopmentDevelopment Strategy.

Unless a more comprehensive and inclusive economic development strategy is development, the inadequacy of historical government actions to include Indigenous Australians in the share of the bounty from national development, and of existing government programs and services to deliver better outcomes, Indigenous Australians will continue to be eclipsed by the current debate about land tenure.

The current proposal by the NIC seeks to improve economic development with one strategy - access to capital - without an emphasis on sustainable outcomes.

The success of an Indigenous Economic Development Strategy will be maximised by linking it to other areas of Indigenous policy including land rights regimes, and emerging climate change and water policy.

To further support the importance of the Governments Strategy, a recent report published by Access Economics and Reconciliation Australia [89], establishes a clear link between economic development and closing the life expectancy gap between Indigenous and non-Indigenous people.