Sentences with phrase «other key outcomes»

After one year, use of the iMHere system and self - management skills were compared between groups, along with other key outcomes.

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.

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.

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.

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.

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.

In other words, the outcome of an action sequence may be a specific idea or concept distinguished by explicit substantive content, or an underlying metaphor that influences ideas without becoming a key concept itself, or a formal structure that has to be inferred from the relations among ideas.

A number of factors could cause actual results or outcomes to differ materially from those indicated by such forward - looking statements, including but not limited to, (1) our ability to open new restaurants and food and beverage locations in current and additional markets, grow and manage growth profitably, maintain relationships with suppliers and obtain adequate supply of products and retain our key employees; (2) factors beyond our control that affect the number and timing of new restaurant openings, including weather conditions and factors under the control of landlords, contractors and regulatory and / or licensing authorities; (3) changes in applicable laws or regulations; (4) the possibility that the Company may be adversely affected by other economic, business, and / or competitive factors; and (5) other risks and uncertainties indicated from time to time in our filings with the SEC, including our Annual Report on Form 10 - K filed on March 30, 2016 and our Quarterly Report on Form 10 - Q filed on August 15, 2016.

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).

In an effort to improve maternal, newborn and child health (MNCH) outcomes and advance HBS activities worldwide, we are happy to share key MNCH resources and information developed by our partners and other global health organizations.

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.

Gov. Andrew Cuomo has pushed the evaluations as a key strategy for improving student outcomes, which are mediocre despite that New York spends more money per pupil than any other state.

Given that money per se will not necessarily improve student outcomes (for example, using the funds to pay for lavish faculty retreats or to shore up employee pension funds will likely not have a large positive effect on student outcomes), understanding how the increased funding was spent is key to understanding why we find large spending effects where others do not.

Extensive research in neurobiology and the developmental sciences indicates that adult caregivers hold the key to improving child outcomes, especially in the early years when the foundations of self - regulation and executive function skills are strengthened through responsive, «serve and return» interactions between children and their parents (as well as with other adults).

Online learning holds the potential to create a student - centered educational system that can personalize affordably for students» different learning needs at different times — a key to allowing all students to maximize their success — if policy moves away from regulating inputs and toward focusing on individual student outcomes and other conditions are put in place.

Early childhood maltreatment is associated with significantly lower academic outcomes, even after we control for school, neighborhood, race and other key demographics.

«There are many aspects of the program meant to promote this outcome... but whether parents capitalize on these opportunities and connect with each other beyond the scope of the program — that's something I can't predict but something that could be the key to sustaining a longer - term impact.

The lesson follows a clear and logical learning journey, involving progressively more challenging tasks in which students: - Portray their understanding of witches and witchcraft; - Learn more about witches in a historical context through a fun «true or false» game; - Define, identify, and understand dramatic irony; - Read sections of Macbeth and complete tasks to demonstrate their understanding; - Answer key questions about the witches that test their knowledge in relation to each of the English assessment outcomes; - Evaluate a modelled example of an analytical paragraph in relation to the witches; - Analyse the witches» characteristics in their own responses; - Evaluate each others» analytical responses.

In your context, have you seen change in the alignment between stakeholders, district policies, resource allocation or other key elements that support increased student outcomes?

Organizing educators and other adults into teams with students as partners focused on learning outcomes for everyone positions project - based learning as a key avenue towards Meaningful Student Involvement.

NFER compared free school pupils to a matched group of pupils who went to other schools and found some evidence that early Key Stage 4 attainment results indicate positive outcomes for free schools.

The calculation takes account of the outcomes of every pupil who takes the key stage 2 tests, and compares each pupil to others with a similar ability profile when starting this part of primary education.

Key leadership responsibilities include communicating a vision of high standards, creating an engaging and safe environment, encouraging leadership by others, focusing on improving instruction using data, and improving outcomes through collaboration.

This role aims to drive program outcomes in three key areas: + Group / Individual instructional coaching + Professional development design + Facilitation of adult learning As a Math Lead Coach, this individual will have the opportunity to work with other coaches at Catapult Learning to promote strong instructional practices for math in the NYC region.

In this workshop, participants will learn about and get examples of the key building blocks Eskolta has helped transfer schools put in place to become outcomes - based, including grading policies, rubrics, competency - alignment grids, and other schoolwide systems and structures.

Recruiting and retaining a diverse teacher workforce is key to improving outcomes for all students, particularly for students from low - income families and other under - served populations.

Additional Supports: The Lab has provided a range of additional supports tailored to the needs of each city that has included Reville and others» participation in key city events, helping cities identify and connect with program partners and potential funders, and assistance with data use and outcome measures.

The report describes college - related outcomes and other indicators that help predict college readiness for Black and Latino male students over time, and discusses key contextual factors that underlie these educational outcomes.

A 1:1 student - computer ratio has a higher impact on student outcomes and financial benefits than other ratios, and the key implementation factors (KIFs) increase both benefits.

For cancer as well as other illnesses, early diagnosis and treatment are key to a favorable outcome.

Our study demonstrates that measuring a key vitamin D metabolite in the blood predicts disease outcome with a much greater degree of accuracy than many other many other widely used measures of disease severity.

Actual outcomes and results may vary materially from these forward - looking statements based on a variety of risks and uncertainties including: our dependence on key management and product development personnel, our dependence on our Grand Theft Auto products and our ability to develop other hit titles for current generation platforms, the timely release and significant market acceptance of our games, the ability to maintain acceptable pricing levels on our games, our ability to raise capital if needed and risks associated with international operations.

Actual outcomes and results may vary materially from these forward - looking statements based on a variety of risks and uncertainties including: our dependence on key management and product development personnel, our dependence on our Grand Theft Auto products and our ability to develop other hit titles for current and next - generation platforms, the timely release and significant market acceptance of our games, the ability to maintain acceptable pricing levels on our games, our ability to raise capital if needed and risks associated with international operations.

However, the MDGs did not focus much on access to sustainable energy and other basic infrastructure although infrastructure is a key «driver» of the MDGs and other development outcomes.

It is certainly too early to tell, but unless the ADP outcome makes the developed countries accountable for their historical responsibilities and fully consider the needs for the developing countries to eradicate poverty and promote development, the new treaty might simply be the reverse / parody of the KP where some key emitters such as the Japan, the EU, and Australia are bound to it while others such as China and India are out.

One of the key characteristics setting family law apart from other civil matters is the extent to which outcomes are based on a fog of factors not necessarily obvious from the plain text of the legislation.

Other key team members include managing partner Peter Clark, whose track record includes handling inquests into fatal medical accidents, and Petra Heath, who «always goes the extra mile to provide the best service and secure the best possible outcome for the client».

This is despite the absence of an outcomes focus to policy making, accompanied by a demonstrable lack of progress on key issues and slow progress on other issues.

Importantly, family type is not significantly associated with health outcome measures when other key variables are considered.

COAG agreed the importance of significantly closing the gap in outcomes between Indigenous people and other Australians in key areas for action as identified in the Overcoming Indigenous Disadvantage: Key Indicators Report (OID) released by COAG in 20key areas for action as identified in the Overcoming Indigenous Disadvantage: Key Indicators Report (OID) released by COAG in 20Key Indicators Report (OID) released by COAG in 2003.

First, the effect sizes are smaller both in absolute terms and in comparison to effect sizes reported elsewhere — for example, in the UK, the National Institute for Health and Clinical Excellence reported effects of 1.7 for waiting list versus trauma focused psychological therapies and 1.18 for other active interventions for PTSD.1 Second, there are problems with the small number of trials in key areas (for example, TAU / WL n = 5), with the combining of different outcomes from the same study in the meta - analysis and the failure to consider clinical as opposed to statistical significance.

The study investigated these two groups of pre-kindergarten children on immediate (prekindergarten), intermediate (kindergarten) and longer term (first grade) outcomes as well as examined a number of key factors that may impact intervention including: child history of EI / ECSE and other educational services, child characteristics, and familial risk factors.

The evaluation measured the extent to which the goals and expected outcomes of the trials were achieved, and was based on interviews with and surveys of parents, service providers and other key stakeholders.

Given the key role of emotion regulation in supporting mental health and other adaptive outcomes, such understanding may have important clinical relevance as well.

This report outlines the indicators developed by the initiative as well as key descriptive factors that state and local managers can use to form a clearer picture of family and child outcomes, who is being served, and the availability of other community supports.