Sentences with phrase «of a good outcome for»

But Davis slotting in for Holland in the closing role is one of the best outcomes for the Rockies this winter, and as long as his numbers don't skew too dramatically from what he put up this season (whether because of the field or simply having a bad year) their bullpen is set to once again anchor the pitching staff with reliable performances and back up a potent offense by limiting runs.

«MassAIMH is playing a critical role in advancing the field of Infant and Early Childhood Mental Health and bringing together professionals with parents in the service of best outcomes for children.»

«The goal again is not to replace surgeons, but by having a tool like this and by making the procedures more intelligent, we can ensure sort of better outcomes for patients.»

My focus in the book is on what you can do to improve the odds of a good outcome for your child, without leaving North America.

Veterinarians always consider a bloat case a true emergency that demands immediate attention for the best change of a good outcome for the patient.

Relax with the peace of mind that you are prepared for an emergency with your dog and the likelihood of a good outcome for your pet just went up!

Trap - Neuter - Return (TNR) is the best chance of a good outcome for both you and the cats.

Examples where indicators have helped to support collaboration on behalf of better outcomes for young children are discussed.

Lucille's calm, caring and focused approach to her client's concerns, provides support through a collaborative divorce process that holds out the promise of a better outcome for the children and a fairer financial settlement.

A key function of the DEL is to provide leadership and coordination both within and outside the government to facilitate collaborations in pursuit of better outcomes for the District's youngest children, particularly children who face multiple risk factors to their learning and development.

Not exact matches

If that is the case, it is always best to be honest with the customer, instead of proposing something which you know will not fully deliver the outcome the customer is looking for.

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'm committed to the project of figuring out the best possible standards for corporate structures and behaviours, and I hope that better understanding will lead, indirectly, to better outcomes.

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.

Join us for lunch and learn: - About the mental health continuum - The role of positive psychology in keeping employees mentally healthy and optimising wellbeing - How the five «pillars» of good mental health can be developed individually and in organisations for optimal mental health outcomes.

A 2012 study from the Centre for Retirement Research at Boston College in the United States found that the greater number of older persons employed led to better outcomes for the young, including reduced unemployment and a higher wage.

But now that Obamacare is ensuring health care providers get paid for better outcomes rather than the number of visits a patient makes to the doctor, you can be sure hospitals will be using data to make sure they're delivering the best treatment they can.

From a value perspective, if the young adults with leukemia who respond to therapy end up with more years of life — an outcome that is quite likely — then Kymriah will be cost - effective for society as well.

If you start the negotiation by understanding your desired outcome, you'll have a good understanding of when the deal is no longer valuable for you.

The way you conduct yourself when the tough questions come flying from all directions can determine the outcome of your pitch, for better or worse.

«If you look at the outcome of the MBAs, for most of us it means a good job,» Rai tells boot campers on their visit to the Henkel office.

Moreover, programs designed to prevent moving may reduce beneficial mobility — leading residents to favor staying in place even when a move might increase their wellbeing or might be a better outcome for affordability in the city overall (if those moves then pave the way for higher - density development or better use / allocation of the existing stock).

That is the beauty of American capitalism, that, with all its faults, it still offers the opportunity for the best outcomes.

You may well hear people point out that there's no evidence that splitting the roles of CEO and chair is beneficial, in the sense of increasing long - term shareholder value (or in terms of any other outcomes, for that matter).

Even if we were to agree (even for sake of argument) that a Board of Directors» main obligation is to serve the interests of the organization and its shareholders, that still leaves open this important question: should a Board of Directors seek the best outcomes for the organization and its shareholders, or should it seek justice for it and for them?

Rather than selling VIA or using an ESOP, I was hoping I could achieve better outcomes for all by creating a different kind of employee - ownership model — the rare «perfect deal.»

The letter included six points of focus for the company, including aligning payments with better medical outcomes for patients instead of simply paying for each medical service, which is how the current system is built.

Twelve of this year's Fortune 500 companies appeared on last year's 50 Best Workplace For Diversity list, which relies heavily on the outcome of 450,000 employee surveys in its methodology.

The best outcome is for you have some form of cover where the bank can refund you the money, but forget about getting the original funds back.

For instance, a 2012 study published in Current Directions of Psychological Science suggests that it's best to avoid making important choices when you're feeling stressed, because you tend to overemphasize the potential positive outcomes of your decision while underemphasizing the negative

If you understand what you want, and have done the research to provide a foundation of facts, you can better nudge the conversation in a direction that leads to the outcome you're looking for.

«I very much doubt that that the outcome for anyone with a reasonably well - constructed portfolio will be determined by the next interest rate hike,» said David Mendels, director of planning at Creative Financial Concepts in New York.

As Dan Mangan reports for CNBC, «despite spending well in excess of the rate of any other of those countries in 2013, the United States achieved worse outcomes when it comes to rates of chronic conditions, obesity and infant mortality.»

Read our latest report to find out the likely outcome of this dispute, the global appetite for new free - trade deals, as well as our forecast for global trade growth.

There's just no good outcome there,» said Richard Patch, vice president of federal affairs for the ASPCA, which pursues regulation of wild - animal ownership and trade at both the federal and state level.

David Roman of Goldman Sachs Research shares how an Internet of Things - enabled US healthcare system could result in better outcomes for patients and efficiency gains across the healthcare space.

We just can't know what the market will deliver, so it's best to plan and prepare for a wide range of outcomes.

The forecasts outlined in the recent Statement on Monetary Policy give our best assessment of the most likely outcomes for Australia, contingent on these and other factors.

Once the well - wishers are gone and the cane laid aside, Jack Layton may well send up a little prayer of thanks for the very outcome he campaigned against.

The outpouring of almost comically muddled explanations of and forecasts for the Chinese growth miracle has been an especially egregious example of the way well - intentioned economic analysis has led to, or at least encouraged, worse outcomes.

By tracking a huge amount of data on students, Learnmetrics helps educators plan for better outcomes.

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.

However, monthly data on corporate income tax revenues for at least the first nine months of the fiscal year may not be a good indicator of the potential outcome for the year as a whole.

Monthly data on corporate income tax revenues are not a good indicator of the potential outcome for the year as a whole, until there is at least nine months of data.

Asked about these matters, Kevin Heine, a Bank of New York Mellon spokesman, said, «We believe an $ 8.5 billion bird - in - the - hand settlement with significant servicing improvements is a far better result for all investors than the likely outcome following years of costly litigation.»

Second, the final outcome for 2014 - 15 was considerably better than forecast in the April 2015 Budget and much of this better - than - better outcome has probably carried forward into the current fiscal year.

[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?

Top - ranked for both orthopedics and rheumatology for 26 consecutive years, HSS is an engine of research and innovation (112 inventions in 2016 alone), medical education (serving physicians in more than 150 countries) and better patient outcomes (Net Promoter Score of 92).

Second, it is expected that most of the better - than - expected outcome for 2012 - 13 will carry forward into 2013 - 14 and beyond.

Awarded to the ETF that has done the most to improve investor opportunities and outcomes in 2017, by providing access to interesting areas of the market, lowering costs, delivering new exposures or otherwise creating better results for investors.