Sentences with phrase «outcomes with other planning»

Stress the importance of student self - determination for success in adult outcomes with other planning team members.

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.

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.

Examples of forward - looking statements include, but are not limited to, statements we make regarding the Company's plans, assumptions, expectations, beliefs and objectives with respect to store openings and closings; product introductions; sales; sales growth; sales trends; store traffic; retail prices; gross margin; operating margin; expenses; interest and other expenses, net; effective income tax rate; net earnings and net earnings per share; share count; inventories; capital expenditures; cash flow; liquidity; currency translation; growth opportunities; litigation outcomes and recovery related thereto; the collectability of amounts due under financing arrangements with diamond mining and exploration companies; and certain ongoing or planned product, marketing, retail, manufacturing, information systems development, upgrades and replacement, and other operational and strategic initiatives.

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.

For healthy nulliparous women with a low risk pregnancy, the risk of an adverse perinatal outcome seems to be higher for planned births at home, and the intrapartum transfer rate is high in all settings other than an obstetric unit

For all low risk women, bootstrapped estimates showed that planned birth in settings other than an obstetric unit was associated with cost savings and considerable stochastic uncertainty surrounding adverse perinatal outcomes.

Since the early 1990s, government policy on maternity care in England has moved towards policies designed to give women with straightforward pregnancies a choice of settings for birth.1 2 In this context, freestanding midwifery units, midwifery units located in the same building or on the same site as an obstetric unit (hereafter referred to as alongside midwifery units), and home birth services have increasingly become relevant to the configuration of maternity services under consideration in England.3 The relative benefits and risks of birth in these alternative settings have been widely debated in recent years.4 5 6 7 8 9 10 Lower rates of obstetric interventions and other positive maternal outcomes have been consistently found in planned births at home and in midwifery units, but clear conclusions regarding perinatal outcome have been lacking.

Two articles will be published in the upcoming Journal of Midwifery & Women's Health: one describes the MANA Stats system and how it works, and the other describes the outcomes of planned home births with midwives between 2004 and 2009.

This is understandable; if planned home birth is associated with a greatly elevated risk of serious negative infant outcomes, then most women and clinicians would be reluctant to attach as much importance to other benefits it might offer.

Data comparing the rates of VBAC, as well as maternal and neonatal outcomes, after TOLAC to those after planned repeat cesarean delivery can help guide obstetricians or other obstetric care providers and patients when deciding how to approach delivery in women with a prior cesarean delivery.

This may be different in other countries, but it is not unexpected in the Netherlands, where home birth has been an approved option for a long time.1 5 12 After background variables were controlled for, the perinatal outcome for primiparous women with low risk pregnancies was similar for those who planned home births and those who planned hospital births.

Researchers said further studies are also planned that use other methods to analyze the relationship between volume and outcomes, follow patients after discharge from the hospital, and assess how patient outcomes are affected as hospitals gain more experience with TAVR and the technology is refined over time.

Reporting only aggregated adherence rates could create an incentive to avoid groups with worse outcomes rather than undertaking interventions to improve their care.41 Some health plans or clinicians may avoid enrolling minority patients, for whom performance rates are typically lower.42, 43 Stratifying performance rates by race, ethnicity, or other demographic characteristics may mitigate such undesired effects by not penalizing organizations that disproportionately treat minority patients.

Physicians and other healthcare providers have access to proprietary online preventative programs they can integrate into their recommended regimen, and True Health Coaches are available to work one - on - one with patients to provide wellness education and personalized nutrition plans to improve their outcomes.

Other initiatives in their school improvement plan (PDF) included Positive Behavioral Interventions and Supports (PBIS), an operational framework for implementing practices and interventions to improve academic and behavioral outcomes, and Advancement Via Individual Determination (AVID), a college readiness system with research - based methods for elementary through postsecondary students.

Planning based on jemmy Button with outcome of writing a similar biographical story about one of the other protagonists - Captain Fitzroy, Charles Darwin, or one of the other captives.

The plan sets a target of 66 % of working - age New Mexicans earning a college degree or post-secondary credential by the year 2030 — a rigorous goal given the current attainment rate of 45 %.1 The plan also sets a vision for New Mexico to be the fastest growing state in the nation when it comes to student outcomes, with a goal to increase the percentage of students who demonstrate readiness to more than 60 % on the state English language arts (ELA) and math assessments.2 These efforts are significant considering New Mexico's historically lower student academic proficiency rates compared to other states and to national averages3, and demonstrate how leaders are driving a sense of urgency to improve.

We can plan and implement our teaching and assess students» learning and learning outcomes, collaborate with other teachers and develop our teaching profession within the whole school context.

Planning based on jemmy Button with outcome of writing a similar biographical story about one of the other protagonists - Captain Fitzroy, Charles D...

This resource comes with a lesson plan for the Year 2 topic Uses of Everyday Materials (DfE, 2014) and is done in detail with timings, materials, learning objectives, learning outcomes, links to other areas of the curriculum, the science process skills, new vocabulary underlined, and the activity itself.

We look forward to the feedback and approval of other state plans so states can move forward in working with stakeholders to ensure better outcomes for all kids.»

The NM State Plan has been widely recognized as one of the best in the country by independent groups and commissions on both sides of the aisle, and I would like to extend our state's appreciation to the Collaborative for Student Success & Bellwether Education Partners, the Alliance for Excellent Education, Results For America and other leading educational organizations that have weighed in with both praise and critique in the spirit of advancing student outcomes.

These risks include, among others, general economic conditions, local real estate conditions, tenant financial health, the availability of capital to finance planned growth, continued volatility and uncertainty in the credit markets and broader financial markets, property acquisitions and the timing of these acquisitions, charges for property impairments, and the outcome of legal proceedings to which the company is a party, as described in the company's filings with the Securities and Exchange Commission.

She notes that access to a wide variety of specialists provides for consulting regarding «each other's cases often as a team of doctors to try to come up with the best plan to obtain the best possible outcome for our patients.»

The intern will assist with the planning and executing of all educational programs such as classroom programs, Girl Scouts, Tales with Tails, Litter - ary Club and off - site events along with a variety of other duties as needed by the department and the intern's desired outcomes.

The outcome of a workshop requested by Parties to the Paris Agreement, ranged from suggestions to place climate issues in school curricula, to bridging environment and other ministries with education ministries, to suggestions for building education and public participation concerns more solidly into the planning and reporting requirements of governments cooperating in the international response to climate change.

Collaborated with instructional staff, other school personnel, parents and a variety of community resources to improve overall quality of student outcomes, achieving established classroom objectives in support of the school improvement plan.

Additionally, you will: * Lead with Heart — display empathy and compassion for your patients, customers, caregivers and colleagues on your team * Motivate, inspire and develop your Pharmacy Support Staff by balancing assignments that maximize colleagues» strengths, address development opportunities and decrease knowledge gaps * Identify critical business opportunities and meaningful solutions to drive growth and improve performance in your pharmacy * Successfully implement those solutions by leading your team to achieve specified goals * Adapt to change and adjust plans to thrive in a dynamic community healthcare setting * Seek new ways to grow, collaborate with others and deliver better outcomes * Align others around purpose to gain support and commitment * Facilitate a «team» culture that promotes caring, energy, enthusiasm and pride * Apply acquired knowledge to help drive healthy outcomes and differentiate CVS from competitors * The above represents a summary of the functions of a Pharmacy Manager.

Licensed Vocational Nurse (LVN)-- Duties & Responsibilities Provide support to other staff and coordinate all care efforts while acting as primary point of contact to patients Perform frequent patient evaluations, including initial and on - going examinations, monitoring and tracking of vital signs, executing various minor procedures, and both administering and tracking medication use per physician orders for an extensive variety of conditions Alert physicians to any change in condition and raise concerns when necessary through accurate communication Communicate effectively with other medical staff, family members and interested parties to facilitate the efficient treatment of patients as well as ensure the timely information flow Collaborate in the development of treatment plans, providing guidance from point of admission through discharge while utilizing initial and on - going assessments to provide correct medical direction Deliver emotional and informational support to patient, their families, and other interested parties, helping them understand conditions, treatments and potential outcomes Develop and maintain competencies and knowledge of medical techniques, information, conditions, treatments, medications, and potential interactions, participating actively in all continuing education opportunities Utilize and employ knowledge from clinical rotations in MedSurgical, Telemetry, GI, Emergency Room, Post-Partum, Nursery, Internal Medicine, Occupational Medicine, Family Practice and Urgent Care settings Adhere strictly to local, state, and federal health - related laws in the administration of care, the operation and utilization of all medical equipment and procedures, and treatment of patients Address patient and doctor queries, resolving them in an expedited manner

Medical Assistant — Duties & Responsibilities Provide an informed point of contact to patient, communicating effectively with other medical staff and interested parties to facilitate the efficient execution of procedures for patients as well as ensure timely information flow Execute frequent patient evaluations upon escort to examination rooms, including the monitoring and tracking of vital signs and assistance with minor procedures including EKG, Pap smears, cultures, urinalysis, and others Coordinate all pharmacy - and insurance - related aspects between doctors, physicians, and licensed nursing professionals, including prescription submission, insurance pre-authorization, and referrals Alert physicians to any change in condition and raise concerns when necessary Provide support and supervision to other staff and coordinate all care efforts, including material and equipment prep, procedure and appointment scheduling, vaccine administration, patient charting, and records management Collaborate in the execution of all plans of treatment, providing assistance and answering questions related to all instructions for home care Aid in the delivery of informational support to patients, families, and other interested parties, helping them understand conditions, treatments, and potential outcomes Develop and maintain competencies and knowledge of medical techniques, information, conditions, treatments, medications, and potential interactions Adhere strictly to local, state, and federal health - related laws, as well as facility policies, rules, and procedures, in the administration of care and treatment of patients Address patient and doctor queries, resolving them in an expedited manner, while participating in training practices to continue advanced education and leverage facility resources and personnel Track, file, and view important medical documents, receipts, insurance records, and billing invoices on a daily basis, organizing and managing sensitive files and patient information in an efficient manner Maintain patient files, entering results into respective databases while auditing for accuracy and completion Assist other personnel with various duties as assigned to facilitate efficient administrative and business operations

National Survey of Child and Adolescent Well - Being U.S. Department of Health and Human Services, Office of Planning, Research, and Evaluation Examines child and family well - being outcomes in detail and seeks to relate those outcomes to their experience with the child welfare system and to family characteristics, community environment, and other factors.

Review authors will independently assess the risk of bias within the published reports of each included study based on the domains typically included within Cochrane reviews (sequence generation, allocation concealment, blinding of treatment providers and personnel, blinding of outcome assessors, incomplete outcome data, selective reporting bias, and other sources of bias), and assign ratings of high, low or unclear risk of bias in accordance with plans presented in Appendix 3.

The Justice Project Worker will report to the Leadership Group — Co-Chairs of the Round Table and Chariperson RAJAC and work closely with other members of the Round Table supporting them in the planning and delivery of projects to improve outcomes.