Sentences with phrase «key outcomes for»

Although overall summaries and meta - analyses suggest impacts on key outcomes for children and families, 3 — 6 the American Academy of Pediatrics statement on home visiting recognizes that the research remains mixed about the efficacy of home visiting, largely due to the widely varying programs and program goals.

A 2015 national study published in the American Journal of Public Health found statistically significant associations between SEL skills in kindergarten and key outcomes for young adults years later in education, employment, criminal activity, substance use, and mental health.

Within the Kansas State Department of Education (KSDE) ESSA plan, SEL is identified as one of the State Board of Education's five key outcomes for measuring progress.

While students at both groups of schools did better than the trends projected in the years studied, closures produced positive and statistically significant impacts on several key outcomes for displaced students versus those in the comparison group (Figure 5).

While it will take months, and maybe even years for his agenda to play out, a key outcome for investors will be the direction of the US dollar.

A key outcome for the project has been the way in which the inclusion of fathers on a universal basis has been embedded in the ethos of the service.

One academy participant summed up her most important take - away from the academy so far: «The joint work of supervisors and principals with a focused through - line to students is the key outcome for this work,» she said.

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.

I've seen entrepreneurs work for days trying to come up with a fair offer for someone they'd love to have onboard - sweating the numbers, comparing the offer to the comp of other key players, checking with outside advisors, doing every bit of homework possible in order to get to their best proposal.They become heavily invested (financially, but even more psychologically) in the offer and the outcome because they believe it's fair to everyone and the absolute best they can do.

By being vigilant in incorporating proven best practices for key IP protection and monetization strategies, you can better ensure your business trajectory has favorable investment and exit outcomes.

I define prospecting as taking key players from latent to active need for business outcomes achieved through an offering.

«We are committed to making London's roads safer for all and managing traffic speeds is key to that,» Lilli Matson, Transport for London's (TfL) Head of Strategy and Outcome Planning, said in a statement.

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.

Speaking to CNBC Monday, Director - General of the BCC, Adam Marshall, said inflation was the key to a rosier outcome for the economy.

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

The key is to learn how to handle them in a way that produces «a better outcome: less pain for you, and less pain for the person you're talking to,» he says.

[01:10] Introduction [02:45] James welcomes Tony to the podcast [03:35] Tony's leap year birthday [04:15] Unshakeable delivers the specific facts you need to know [04:45] What James learned from Unshakeable [05:25] Most people panic when the stock market drops [05:45] Getting rid of your fear of investing [06:15] Last January was the worst opening, but it was a correction [06:45] You are losing money when you sell on corrections [06:55] Bear markets come every 5 years on average [07:10] The greatest opportunity for a millennial [07:40] Waiting for corrections to invest [08:05] Warren Buffet's advice for investors [08:55] If you miss the top 10 trading days a year... [09:25] Three different investor scenarios over a 20 year period [10:40] The best trading days come after the worst [11:45] Investing in the current world [12:05] What Clinton and Bush think of the current situation [12:45] The office is far bigger than the occupant [13:35] Information helps reduce fear [14:25] James's story of the billionaire upset over another's wealth [14:45] What money really is [15:05] The story of Adolphe Merkle [16:05] The story of Chuck Feeney [16:55] The importance of the right mindset [17:15] What fuels Tony [19:15] Find something you care about more than yourself [20:25] Make your mission to surround yourself with the right people [21:25] Suffering made Tony hungry for more [23:25] By feeding his mind, Tony found strength [24:15] Great ideas don't interrupt you, you have to pursue them [25:05] Never - ending hunger is what matters [25:25] Richard Branson is the epitome of hunger and drive [25:40] Hunger is the common denominator [26:30] What you can do starting right now [26:55] Success leaves clues [28:10] What it means to take massive action [28:30] Taking action commits you to following through [29:40] If you do nothing you'll learn nothing [30:20] There must be an emotional purpose behind what you're doing [30:40] How does Tony ignite creativity in his own life [32:00] «How is not as important as «why» [32:40] What and why unleash the psyche [33:25] Breaking the habit of focusing on «how» [35:50] Deep Practice [35:10] Your desired outcome will determine your action [36:00] The difference between «what» and «why» [37:00] Learning how to chunk and group [37:40] Don't mistake movement for achievement [38:30] Tony doesn't negotiate with his mind [39:30] Change your thoughts and change your biochemistry [40:00] The bad habit of being stressed [40:40] Beautiful and suffering states [41:50] The most important decision is to live in a beautiful state no matter what [42:40] Consciously decide to take yourself out of suffering [43:40] Focus on appreciation, joy and love [44:30] Step out of suffering and find the solution [45:00] Dealing with mercury poisoning [45:40] Tony's process for stepping out of suffering [46:10] Stop identifying with thoughts — they aren't yours [47:40] Trade your expectations for appreciation [50:00] The key to life — gratitude [51:40] What is freedom for you?

Their platform's ability to integrate all pharmacy, medical, and lab information to maximize the health outcomes for our members was key in selecting RxAdvance.

The Collaborative PBM Cloud ™ platform's ability to integrate all pharmacy, medical and lab information to maximize the health outcomes for our members was a key criteria for selecting RxAdvance.

For this reason, the outcome was seen as a key temperature reading of public sentiment.

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

If only one variable is key to a decision, and the variable has a 90 % chance of going your way, the chance for a successful outcome is obviously 90 %.

Here we focus on three key areas for plan sponsors thinking about enhancing their pension risk outcomes.

For Franklin Templeton Multi-Asset Solutions» investment approach, factor - aware investing is a key component and a significant driver when developing outcome - oriented portfolios that aim to better meet client expectations.

The key to survival is outcome anticipation and having a plan for decision making under all circumstances.

PZG believes the key evaluation factors when reviewing potential projects to acquire includes: • In close proximity to Infrastructure; • proximity to other operating mines; • upside exploration potential to increase mineral inventory; • high grades to minimize projected operational cost per ounce, or potential for high grades discoveries through exploration; • good potential economic outcome in low metal price environments; • good metallurgical recoveries to have a simple and proven process for gold and silver extraction.

The key to a good outcome is - don't fill all the way up, fill only up to 3/4 of the way allowing room for the cupcake to expand.

This encompasses reviewing the output / outcomes from the previous year's activities and investments, evaluating MLA's performance, setting strategic priorities and budget allocations for the upcoming financial year and importantly, setting key performance indicators.

Dr. Acuin: Nutrition is a key outcome of IRRI's new Strategic Plan, which is anchored on being more responsive to people's varying needs for rice.

Unfortunately for Arsene Wenger his selection options in central midfield have suddenly disappeared at the worst possible time, so with Cazorla, Xhaka, Ramsey and Elneny all unavailable, so the Frenchman has had to put his faith in Alex Oxlade - Chamberlain and you would think that his performance and effectiveness in the middle will be a key factor in the outcome of this hugely important Londo0n derby.

You are hoping for a striker we all know wenger won't buy, we all are praying for key for signings over how many years, yet we all saw the outcome.

I think keeping hold of AS for another season is a key statement Arsene wanted to give it all one more time, as a fan, we should just support it whatever the outcome.

It will be key for their Playoff seed no matter what the outcome.

THE issues are DM (which hasn't been addressed for 2 years), the defensive depth / argument that Per should be replaced, the 4 -1-4-1 system that stinks, the decisions of having having ozil wide and alexis dropped for key games, and the absolute inability to be tactically dynamic or make bold decisions MID-GAME to change the outcome.

Signed from Doncaster Rovers Belles just before the new season, the 2015 FA WSL 2 Players» Player of the Year had made a huge impact by scoring nine goals for Donny during the FA WSL 2 Spring Series.And, with Yeovil conceding an average of three goals a game in the league this year, the 26 - year - old will be key to the outcome.

Because we know that equality for women requires fathers to play an equal part in childrearing — indeed one of the key policy outcomes desired by many governments including in the UK (and central to the government's current proposals) is increased take - up of parenting leave and pay by fathers.

Benefits: They will facilitate your organisation to meet your targets according to the ECM requirements They will help you engage with men, fathers and male carers in your setting Will give men and fathers ideas of different activities they can do with their children Highlights the key role men, fathers and male carers play in achieving better outcomes for children and young people: «Be Healthy», «Stay Safe», «Enjoy and Achieve», «Make a Positive Contribution» and «Achieve Economic Wellbeing»

Helping adolescent males to delay fatherhood may also be important from a child health perspective: research that controlled for maternal age and other key factors found teenage fatherhood associated with an increased risk of adverse pregnancy outcomes, including preterm birth, low birth weight and neonatal death (Chen et al, 2007).

A review by Goldman (2005) of five studies using multivariate analyses which isolate the independent impact of fathers» involvement in children's learning on educational outcomes, clearly shows that fathers» involvement (both in terms of level and frequency) in their children's schools is a key factor that correlates with better educational outcomes for children.

• explain current policy requirements for mainstreaming father - inclusive practice across all teenage pregnancy and Children's Centre services; • offer guidance on key steps to take to enhance outcomes for children through developing father - inclusive services; • showcase examples of effective father - inclusive practice in teenage pregnancy and Children's Centre services; • help managers plan their response to this increasingly important policy agenda.

Tough summarizes key research, such as the Adverse Childhood Experience Study, a project of the Centers for Disease Control and Kaiser Permanente, which revealed a stunning correlation between traumatic childhood events and negative adult outcomes.

Primary care trusts will play a key role in commissioning services that contribute to improving public health, encourage partnership working and user involvement, and emphasise normality.33 Further research is needed on the factors that maximise normal births and healthy outcomes for mothers and babies, in the short and longer term.

A decade after Congress passed the No Child Left Behind law, educators are as divided as ever on the law's key goal: how to improve educational outcomes for poor children.

Key results: Review authors found that full - term babies fed formula milk supplemented with LCPUFA did not have better outcomes than were reported for full - term babies fed formula milk without LCPUFA.

We used reliable methods to assess the quality of the trial evidence for seven key outcomes: Preterm birth < 37 weeks, overall fetal loss and neonatal death, spontaneous vaginal birth, caesarean birth, instrumental vaginal birth, intact perineum and regional analgesia.

The trials contributed enough high quality evidence for each key outcome to give us reliable results for each one.

Learn more about the issues important to DONA International as we work together to improve health outcomes for families, sustainability for the doula profession, and other key issues.

The primary goal of parent support programs is to provide support and information in ways that help parents become more capable and competent.2, 3 Research now indicates that to reach this goal, it is necessary that staff use practices that are family - centered as opposed to professionally - centered, and capacity - building as opposed to dependency forming.4, 5,6,7 The key characteristics of family - centered practices include: treating families with dignity and respect; providing individual, flexible and responsive support; sharing information so families can make informed decisions; ensuring family choice regarding intervention options; and providing the necessary resources and supports for parents to care for their children in ways that produce optimal parent and child outcomes.8, 9,10,11

Much of the reason for this centers around limitations in several key aspects of study design that have possibly confounded study outcomes.

e envision a compulsory process for the collection of patient (individual) level data on key process and outcome measures in all birth settings.