Sentences with phrase «identify key strategies»

Strategies: Increase number of Aboriginal teachers; develop pathways in education, training and employment; identify key strategies and negotiate with DEST and other stakeholders.

Throughout the program, lawyers identify key strategies and tactics needed to achieve specific business development goals.

These initiatives include the National Produce Program, which identifies key strategies to introduce fresh produce into the emergency food system; the Healthy Food Bank Hub, which encourages good nutrition among Feeding America clients; and the Feeding Possibilities Program, which builds the capacity of its member food banks.

Understanding the causes and identifying some key strategies for managing discomfort, like using a pregnancy pillow,...

Research Building Support for English Language Learners: Strategies for Creating a School Culture of Academic Success (PDF) This research brief released by Center for Schools and Communities with funding provided by the Pennsylvania Department of Education, identifies key strategies that principals and other educational leaders can use to foster collaboration among ESL specialists and content / classroom teachers that support the academic achievement of English learners.

The report, Building Stewardship through Internships, identifies key strategies for implementing successful internship programs that can help ensure the long - term health and stewardship of our parks.

Identifying key strategies to find a healthy way to navigate our daily events, relationships, or responsibilities, among myriads of other considerations, is key to a successful and fulfilled life!

Not exact matches

The key is to begin by developing an understanding of your customers, identifying the goals you want to achieve, then selecting a digital marketing strategy that will help you to reach both your target audience and goals.

First, analyze your current accounts about your company's overall strategy, and highlight the ones you identify as being key earners.

Wouldn't it be much easier to have a single key metric identifying solid profit growth in a first step, and then in a second step using secondary metrics to select among the high - quality companies those matching your personal investment strategy the most?

Aaron is responsible for strategy and business development for Experian's Consumer Information Services business unit, with an emphasis on identifying market trends and facilitating partnerships with key players in the rapidly evolving FinTech startup ecosystem.

Identifying a link building strategy is one key to success.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

Melissa left behind a successful career as an award - winning V.P. in marketing to be of greater service by inspiring and teaching professionals and business owners the key strategies needed to identify their purpose and discover their unique value.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

For companies that have seen sales, general, administrative, or other costs expand faster than revenues, and been unable to tame increases using more mainstream techniques such as outsourcing, zero - based budgeting offers the prospect of identifying waste, focusing attention on business strategy, and targeting resources to key goals.

The Vegetable Industry Export Strategy (VIES) 2020 identified seven key focus areas for the Australian Vegetable Industry:

Last week, while announcing the permanent appointment of Brian Walsh as Chair of Wine Australia, the Federal Minister for Agriculture, Barnaby Joyce, said the organisation had identified key objectives, priorities and strategies for the next five years at a critical point for the wine sector.

Within this new role for Easyfairs and reporting to Global Brand Director Paul MacDonald, Brooks» remit will have three key focuses: research and find new territories for the company's existing event brands; identify opportunities for the launch of new brands within the packaging sector; and to develop the content strategy for the group's growing packaging portfolio.

However, the report finds an insufficient number of governments and companies are measuring and reporting food loss and waste, a key step to identifying hotspots and knowing whether strategies are having impact.

«Part of what we did back then was identify that building up drivers needed to be a key part of our strategy,» Gregory said.

As part of this effort, President Barack Obama established the first - ever Task Force on Childhood Obesity to develop and implement an inter-agency plan that details a coordinated strategy, identifies key benchmarks, and outlines an action plan to end the problem of childhood obesity within a generation.

The president identified three key strategies to build that lasting prosperity: innovation, investment, and education.

There are four key elements that can be identified in Corbyn's economic strategy which he outlined in a speech last week, all of which are grounded on solid economic foundations and which have little in common with Labour's policies of the early 1980s.

The workshop brought together more than 150 practitioners, administrators, and funders of interdisciplinary research to identify keys to success and strategies for overcoming barriers.

«Clearly we need to identify the key threats to their survival in order to implement effective conservation strategies if we are going to protect these newly discovered coastal populations,» Dr Lukoschek says.

Its strategy consists of four key components: 1) Priority identification — we respond to the crop biotechnology needs and priorities identified by developing countries; 2) Technology appraisal — we work to identify, evaluate, and facilitate the acquisition of new crop biotechnology applications; 3) Project implementation — we implement a portfolio of crop biotechnology projects that have a potential for near - term impact in food, feed, fiber crops, and forestry; and 4) Services for the enabling environment — we provide advice and services to assist in the development of an enabling environment to support the safe application of crop biotechnology.

ASTRONET — a network of European funding agencies and research organizations set up in 2005 to develop a strategy for European astronomy over the next 20 years — was almost done identifying key scientific priorities, and program officials were looking for a postdoctoral scientist to help coordinate the development of a road map to build the necessary infrastructure.

No single solution exists for alleviating crowding in emergency rooms, but a new study identifies four key strategies that have reduced the problem.

Finally, the ability to model the link between drought and forest fires is crucial to identify key actions in adaptation strategies.

This call for projects «Mouse models and rare diseases» aims to give a significant boost to the development of mouse models, in order to: ◊ gain a better understanding of the pathophysiological mechanisms involved in rare diseases whose defective genes have been identified ◊ test and validate therapeutic proofs of concept, at the pre-clinical in vivo level Indeed, producing these models meets a key objective in the development of a therapeutic strategy.

The key biological pathways that are identified will then be targeted therapeutically through rational clinical trial strategies.

Dr. Johnson noted that the key issue is to identify strategies to get older people to follow the existing recommendations, rather than developing new food patterns.

Comprehensive school reform has been identified by both Democratic and Republican administrations and Congress as a key strategy in turning around the country's lowest performing schools, but this fact does not make NAS just like any other education group in D.C. Instead, it means that after a great deal of review, comprehensive school reform emerged as one of the country's best hopes for public school improvement on a grand scale.

As a result, schools have been able to identify key obstacles to successful implementation, which they can address to effectively roll out their strategy.

Given that an overall workshop design has been created with several sessions put together, and that it addresses all the objectives identified earlier, training design now requires that each session also be detailed out in terms of the flow, of the content in conjunction with the instructional strategy, and the key messages that must be delivered through it.

Text data sets are a key strategy where students employ this thinking to seek patterns and use them to identify their broader meanings and significance.

The overall goal of this extension of our existing work in partnership with TFF and Achievement First Bridgeport Academy (AFBA) is to continue and expand our work in Bridgeport focusing in several keys areas: (1) building knowledge about (a) children's emerging skills and areas of challenge in the social - emotional domain and why these skills are critical to school success, and (b) the ways in which adult stress and skills in the social - emotional domain can impede or foster children's social - emotional skill development; (2) identifying, deploying, and evaluating strategies to build adult and child skills in social - emotional learning with an emphasis on the Tauck Family Foundation's (TFF) five essential SEL skills; and (3) developing and testing a performance management system for SEL that (a) guides the identification of strategies, (b) provides a mechanism for ongoing progress monitoring, feedback, and changes to practice, and (c) serves as an anchor point for ongoing coaching and support in using SEL strategies.

Audio material focussing is on «mental maths» - a key skill identified within the Numeracy Strategy.

The authors are leading experts who provide clear guidelines for identifying key concepts, strategies, skills, and routines to teach; designing and delivering effective lessons; and giving students opportunities to practice and master new material.

They teach a range of techniques that enable pupils to comprehend the meaning of what is written, such as inferring the meaning from context, summarising or identifying key points, using graphic or semantic organisers, developing questioning strategies, and monitoring their own comprehension and identifying difficulties themselves.

This workshop will provide clear guidelines for identifying key concepts, strategies, skills, and routines to teach; designing and delivering effective lessons; and giving students opportunities to practice and master new material.

Built around the use of an embedded set of connected, web - based data tools, the OIP is being used by well over half of the 612 traditional public school districts and 100 + charter schools in the state to enact essential leadership practices as identified by the Ohio Leadership Advisory Council (OLAC), a broad - based stakeholder group jointly sponsored by the Ohio Department of Education and the Buckeye Association of School Administrators.1 It is also a key component of the state's Race to the Top (RttT) strategy.

Accordingly, I teach my trainees to rely on the «3Ps and a D,» that the Christensen Institute identifies as the key components of a successful blended learning strategy: path, pace, place, and data [4].

Robert D. Ramsey, author of Don't Teach the Canaries Not to Sing: Creating a School Culture That Boosts Achievement, points to some key strategies for identifying and adjusting a school's culture and underscores the importance of principal leadership if any real improvement is to take place.

These can include: inferring meaning from context; summarising or identifying key points; using graphic or semantic organisers; developing questioning strategies; and monitoring their own comprehension and identifying difficulties themselves (see also Metacognition and self - regulation).

My intervention consisted of me teaching five reading strategies that support students» reading comprehension: «right there» questions, wondering questions, identifying and annotating key information, coding text, and identifying the reading purpose.

A report published by the Collaborative for Academic, Social, and Emotional Learning (CASEL) identifies five key strategies for addressing SEL in ESSA plans, from articulating a well - rounded vision of student success and providing professional development that improves educator SEL capacity to using Title IV grants and making SEL data available to the public.

We have identified three key aspects of mobile learning that we feel demonstrate how you can use mobile learning to provide an efficient performance - support capability and an integral part of your training, learning and development strategy.