Sentences with phrase «terms spending cuts»

Today's new polling also shows that schools in the United Kingdom are increasingly using the pupil premium to plug funding gaps resulting from the real terms spending cuts facing many schools.

Schools are increasingly using the pupil premium to plug funding gaps fuelled by real - terms spending cuts, new analysis by the Sutton Trust has revealed.

The government's plans at the moment would see real - terms spending cuts of around 6.5 per cent between 2015 - 2016, and 2019 - 2020.

The truth is that this Government has de-stabilised the NHS with a re-organisation nobody wanted and two years of real - terms spending cuts.

In next week's emergency budget legislation, to keep state government operating in the absence of a new budget, Mr. Paterson will include an array of further long - term spending cuts, but none involving education funds, according to an administration official.

Longer - term spending cuts The government is also reviewing all spending decisions and pilot schemes approved since the start of the year, including a number of school building and transport projects.

Indeed, as Figure 1 shows, some of the most acute challenges occurred between FY 2010 and FY 2013, when the long - term spending cuts under sequestration were put it place.

She also warned that the overall schools budget would see a real - terms spending cut, which would have a «huge impact».

School leaders see themselves rather like look - outs on the Titanic shouting out that there's a great big iceberg ahead - backed by the National Audit Office's finding that schools face 8 % real - term spending cuts, worth # 3bn, by 2020.

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.

They could raise taxes, cut spending appropriately and borrow in the near term to cover their spending gap.»

Abramowicz foresees another sort of ripple effect in the event of a market correction: As homeowners with those short - term private subprime mortgages struggle to figure out how to refinance in a much more constrained market, they may opt to default and cut back on consumer spending.

To ensure long - term stability, policymakers will have to do something that's been almost unthinkable in recent memory — simultaneously cut spending and pump up revenue.

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.

The German - dominated European approach is to avoid easy fixes and seek real, long - term solutions, notably deep cuts to government spending.

The news came just after Tencent's shares fell 5 %, an event prompted by the company's warning to investors that it was going to increase spending on content and technology in order to boost growth — investments that will likely cut its short - term profitability.

As the 2016 fiscal year comes to a close, first - term Governor John Bel Edwards and the state legislature have been in crisis mode, struggling to close a fiscal 2017 budget gap that could run as high $ 800 million — and that is after $ 485 million in emergency spending cuts this year.

The deal, which is still making its way through Congress after an eleventh hour push from party bigs, has three main components: It immediately raises the debt ceiling, includes around $ 2.1 trillion in spending cuts over the next 10 years, and creates a special Congressional committee to come up with long term deficit - reduction suggestions by this Thanksgiving.

Easy credit terms are getting through to the real economy, and there is no doubt that the monetary stimulus is partly offsetting the depressive impact of spending cuts and tax hikes.

First, Canadian oil producers have lowered their long - term outlook for global oil prices, and have cut their plans for investment spending significantly more than previously announced.

Ryan Avent pointed out that even if we enacted Trump's massive tax cuts and spending increaes, adding $ 34 trillion in new debt over the next two decades, our ratio of debt to GDP two decades from now would still be 30 percentage points less than Japan's government debt ratio is right now... and the market is still buying their negative interest rate long term debt...

Neil Irwin's WaPo piece this AM provides a useful review of the different ways economists and politicians are thinking about the short - term impact of spending cuts on growth and jobs.

Lengthening the budget window simply to allow for more years of deficit - financed spending increases or tax cuts would be an unfortunate gimmick that would undermine many of the important benefits of long - term scoring.

However, although program spending was cut in an absolute term for the first time ever, and this was essential to building credibility, many of these expenditure cuts were not lasting.

In terms of the immediate future, «I thought there was a distinct possibility that spending cuts and tax increases might stall the economy,» he said.

The report just released by the PBO shows that because of the cuts to direct program spending introduced in the 2010 and 2012 budgets and the changes to the Canada Health Transfer (CHT) and the Old Age Security (OAS) system, the government now has a fiscal structure that is sustainable in the long term.

That wealth, some economists argue, has come at the expense of workers by cutting into the capital spending that supports long - term growth — and jobs.

In your 2010 and 2012 budgets you introduced cuts in spending designed to eliminate the deficit over the «medium - term».

An 11 % «fiscal gap» in terms of today's economy speaks to a combination of spending cuts and taxes of $ 1.6 trillion per year.»

In the short - term, spending increases coupled with tax cuts should be an economic boost.

«In the short to medium term, Angola may have to struggle with a weakening current - account deficit, lower fiscal revenue and likely cuts in government spending,» says Abiola Rasaq, head of research and strategy at Lagos - based financial institution Associated Discount House.

We think the short - term impact of fiscal stimulus (tax cuts and deficit spending) will be positive.

In addition, a growing number of commentators, including senior representatives of some institutional investors, have expressed concern about the impact of hedge fund activism, and associated increased debt and cuts in capital spending, on long - term corporate health, innovation, job creation and GDP growth.»

Though it boosts the economy in the short term, high levels of household debt add pressure on the economy in the long run, as households are forced to cut spending in order to repay their debt.

He sharply cut spending in his first term as governor of Indiana while maintaining and even improving key government services.

Republican House Speaker John Boehner is pushing a short - term spending plan that would cut $ 4 billion.

The fundamental assumption is that power, in zero - sum terms, belongs to Whitehall and it may release some to a local elite if they are deemed to be responsible and can demonstrate they will behave well (i.e. not make too much fuss about the scale of cuts in local government spending).

Nevertheless, in the long run, despite the Tories success in framing the ideological narrative in terms of spending cuts, reducing the deficit and cleaning up New Labour's economic mess, the ideological terrain of fairness, excessive bonuses and inequality is Labour's ground.

Cuomo has said he wanted more insight into the federal government's plans in terms of potential cuts to state before setting the state's own spending priorities.

He was warned that a tough medium term plan to cut the deficit — tax rises, spending cuts, pay restraint, that every country had to put in place — could only work if the Government first put in place a plan for jobs and growth.

An independent Scotland would face the choice of cutting those services, or raising other taxes to higher than UK levels, so as to be able to put the oil revenue into a long - term savings fund, or spending it to support services now, and face that choice later when the oil runs out, but with no cushion of money in the bank.

Following the 2008 financial crash, the need to find additional public resources to reduce or obviate the need for painful spending cuts and fund growing long - term demand for public services makes wealth an attractive potential tax base.

Schools and colleges are experiencing major real terms cuts, with the biggest cut in education spending since the 1950s.

Those voters seem much less likely than swing voters in the south of England to be attracted to spending - cap politics, and predictably the «Yes» camp has already seized the opportunity to remind those swing Scottish voters in no uncertain terms about the extent of spending cuts (heavily directed on benefits to the working poor and unemployed) that staying in the UK might be expected to entail if George Osborne's plans were implemented.

If the Conservatives were not prepared to compromise on long - term plans, the Liberal Democrats would have to swallow # 15bn in spending cuts in 2018 - 19

Accordingly, they decisively favour a description of Plan A: «borrowing more will make matters worse... we have to bring the debt and the deficit under control even if it has some painful effects for the economy in the short term» over Plan B: «the government's spending cuts and tax rises are hurting the economy.

Mr McWilliams argued: «A more credible plan to cut public spending in the medium term than simply relying on wildly optimistic forecasts - as seen in the last Budget - is absolutely necessary.»

He argued that measures to bolster the eurozone's credibility, including cuts to spending and making the European Central Bank the lender of last resort, are not long - term solutions.

David Jones announced that Wales would get an extra # 161 million to spend on infrastructure — but we all remember that this is just putting back some of the # 500 million cut in capital spending that was made in 2010 budget and even in the terms of this Budget it's not quite as simple as the Welsh Secretary would have us believe, because a further # 59m is cut out of the Welsh Government's revenue funding, forcing hard decisions about cuts to services on which we all rely.

He spent much of his first term butting heads with the board over spending cuts, borrowing and revenue hikes.