Sentences with phrase «third of each group plan»

Pluralities of Americans who skip church (46 %) and those without evangelical beliefs (45 %) favor Clinton, while about a third of each group plan to vote for Trump.

Not exact matches

Surveys taken recently by banks and small business advocacy groups show that at most, a third of small businesses plan to expand their staffs in the next 12 months.

Nearly two thirds (64 %) of large employers offering health benefits say that they conducted an analysis to determine if any of their plans would exceed the Cadillac tax thresholds, and a quarter (27 %) of this group say their largest plan would do so.

Third, plan to meet with me as your pastor at least once or twice before the wedding to get better acquainted, discuss any concerns you have — perhaps as a result of your reading, group participation, or otherwise — and plan how your wedding can be made most meaningful to you.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

There are 12 high quality studies since 1995 (1 - 12) from Canada, Switzerland, Sweden, Holland, US, UK, New Zealand and Israel, which all show planned attended homebirth to have either lower or similar rates of perinatal mortality and very significantly lower rates of maternal morbidity, such as cesareans, hemorrhage, and third and fourth degree tears compared to matched groups of low risk women who plan to deliver in hospital.

Aggie Lane, the group's president, said the organization plans to hold demonstrations at the harbor the third Thursday of every month to highlight its demands.

A third group was told to imagine the process of planning a camping trip.

The third page has group cards which can be cut and distributed to indicate to the students which team they are on, and therefore plan their side of the debate.

The third, and final, panel will consist of community and legal groups and advocates whose work centers around facilitating community stakeholder involvement in the Local Control Accountability Plan (LCAP) and budget development processes.

A third group just couldn't or didn't plan, so we tried having a brief meeting at the end of each day to plan for homework.

We were able to get ourself this image of what the third brand from Hyundai Motor Group is planning to release and also when they are doing it.

Winterkorn underlined that the development of increasingly efficient technologies, powertrains and vehicles and environmentally sustainable production would account for more than two thirds of the total investment of $ 50.2 billion (US$ 65.3 billion) planned by the Group up to 2015.

NEW YORK (By Phil Wahba)- Borders Group Inc, the second - largest U.S. bookstore chain, filed for bankruptcy protection, after years of sharp sales declines that made it impossible to manage its crushing debt load, and it plans to close nearly one - third of its stores.

Survey data also showed that while 41 percent of 35 - to 44 - year - old respondents are invested in a workplace retirement plan, a third (34 percent) of respondents in that age group said they haven't thought about their approach to employing different sources of retirement income and less than a quarter (23 percent) currently work with a financial advisor.

The Third Circuit Court of Appeals agreed with the Appellate Practice Group that the benefit plans were sophisticated tax - avoidance schemes marketed to certain types of businesses, and not the general public.

Real Estate + Development Group lawyer Dwight H. Merriam authored the chapter «Hazard Mitigation Planning: Developing Disaster Resilience» in the third edition of Homeland Security and Emergency Management: A Legal Guide for State and Local Governments.

The decision in 1250 was driven by its own unique facts: an acrimonious certification process resulting in a court - imposed Plan that limited communication, an aggressive telephone and internet campaign by a third party group, and the dissemination of misleading and biased information.

She found no evidence that members of the Heathrow Association for the Control of Aircraft Noise and the No Third Runway Action Group supported or planned any direct action, and ordered BAA to pay the legal costs of those groups.

Because nearly two - thirds of both groups budget when they plan their travel.

The definition of a «contributing entity» at § 153.20 provides that for the 2015 and 2016 benefit years, a contributing entity is (i) a health insurance issuer or (ii) a self - insured group health plan, including a group health plan that is partially self - insured and partially insured, where the health insurance coverage does not constitute major medical coverage, that uses a third party administrator (TPA) in connection with claims processing or adjudication, including the management of internal appeals, or plan enrollment for services other than for pharmacy benefits or excepted benefits within the meaning of section 2791 (c) of the PHS Act.

A third group of Sioux Falls renters who can best benefit from a rental insurance plan are seniors in town and living in the surrounding areas.

Yesterday, a group of developers put up a web site pointing out Twitter's plans to deprecate streaming services, critical for third party Twitter apps (our post about this is here).

Most of the post details the ways in which Facebook plans to implement checks and balances on third - party apps» abilities to access data, by acquiring more levels of approval from group admins and Facebook itself, for example.

Event Planning and Entertainment Management — Duties & Responsibilities Lead through example with consistent work ethic, attitude, and professionalism, performing event administration functions, overseeing client management operations and ensuring both efficient organizational communications and processes Collaborate in all phases of strategic planning with other members of management team and third - party vendors, including resource management, logistics, contract negotiations, marketing and public relations, issue resolution and client services Demonstrate leadership with respect to event direction, artist and talent development, and strategic marketing campaigns Provide continuous assessment of key considerations, potential issues, and resources utilization, while furnishing oversight and guidance regarding effective policies and procedures, process management and participation trends Perform needs - based and situational assessments of policies and procedures, utilizing several tools, to evaluate event effectiveness, improve operational efficiency, manage and reduce costs, and promote both employee and client satisfaction Identify and utilize talent among team members with focused training efforts, targeted professional recruitment, and the promotion of a performance - based work environment that leverages individual talents for group benefit Develop and supervise support staff to aid in effective marketing, relations, administration, and event operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion Promote the effective execution of all administrative and financial aspects of event and client management, while analyzing and presenting important information to executive staff, client representatives, stakeholders, and other relevant parties Address key client and management queries and resolve them in an expedited manner, promoting sustained client growth through retention, word - of - mouth marketing and the attainment of talent engagements Create and implement client marketing and operational strategies while tracking performance versus internal and external benchmarks, focusing on both revenue generation as well as cost control Maintain a strong working knowledge of related products, services, techniques and relevaPlanning and Entertainment Management — Duties & Responsibilities Lead through example with consistent work ethic, attitude, and professionalism, performing event administration functions, overseeing client management operations and ensuring both efficient organizational communications and processes Collaborate in all phases of strategic planning with other members of management team and third - party vendors, including resource management, logistics, contract negotiations, marketing and public relations, issue resolution and client services Demonstrate leadership with respect to event direction, artist and talent development, and strategic marketing campaigns Provide continuous assessment of key considerations, potential issues, and resources utilization, while furnishing oversight and guidance regarding effective policies and procedures, process management and participation trends Perform needs - based and situational assessments of policies and procedures, utilizing several tools, to evaluate event effectiveness, improve operational efficiency, manage and reduce costs, and promote both employee and client satisfaction Identify and utilize talent among team members with focused training efforts, targeted professional recruitment, and the promotion of a performance - based work environment that leverages individual talents for group benefit Develop and supervise support staff to aid in effective marketing, relations, administration, and event operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion Promote the effective execution of all administrative and financial aspects of event and client management, while analyzing and presenting important information to executive staff, client representatives, stakeholders, and other relevant parties Address key client and management queries and resolve them in an expedited manner, promoting sustained client growth through retention, word - of - mouth marketing and the attainment of talent engagements Create and implement client marketing and operational strategies while tracking performance versus internal and external benchmarks, focusing on both revenue generation as well as cost control Maintain a strong working knowledge of related products, services, techniques and relevaplanning with other members of management team and third - party vendors, including resource management, logistics, contract negotiations, marketing and public relations, issue resolution and client services Demonstrate leadership with respect to event direction, artist and talent development, and strategic marketing campaigns Provide continuous assessment of key considerations, potential issues, and resources utilization, while furnishing oversight and guidance regarding effective policies and procedures, process management and participation trends Perform needs - based and situational assessments of policies and procedures, utilizing several tools, to evaluate event effectiveness, improve operational efficiency, manage and reduce costs, and promote both employee and client satisfaction Identify and utilize talent among team members with focused training efforts, targeted professional recruitment, and the promotion of a performance - based work environment that leverages individual talents for group benefit Develop and supervise support staff to aid in effective marketing, relations, administration, and event operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion Promote the effective execution of all administrative and financial aspects of event and client management, while analyzing and presenting important information to executive staff, client representatives, stakeholders, and other relevant parties Address key client and management queries and resolve them in an expedited manner, promoting sustained client growth through retention, word - of - mouth marketing and the attainment of talent engagements Create and implement client marketing and operational strategies while tracking performance versus internal and external benchmarks, focusing on both revenue generation as well as cost control Maintain a strong working knowledge of related products, services, techniques and relevant tools

Professional Experience Marine Corps Network Operations Security Center (Quantico, VA) 12/2008 — Present Information Technology Project Manager • Serve as Project Manager responsible for Network Enterprise Services strategic plans and process development • Tasked with the engineering and design of enterprise services for the largest IT project facing the Marine Corps • Oversee project acceptance, manage third party contractor relations, identify requirement gaps, evaluate integration requirements, document solutions, and facilitate the turnover to the operations group • Administer email messaging system, active directory infrastructure, storage area networks, and virtual server infrastructure • Additional systems of responsibility include DMS (Defense Messaging System), DAR (Data at Rest, Guardian Edge's enterprise encryption), HBSS (Host Based Security System), MOSS 2003/2007 (Microsoft SharePoint), SCOM (System Center Operations Manager, Enterprise Event Monitoring) • Provide full time Tier II & III Help Desk Support for the ~ 50,000 users in both the classified and unclassified networks • Directly manage subordinate IT supervisors determining workflow and ensuring efficient and effective operations • Serve as a member of external boards, committees and working groups representing the USMC and the MCNOSC • Champion the MCNOSC's adoption of the ITIL (Information Technology Infrastructure Library) processes, implement the MCNOSC's Change Management Process, and establish the first enterprise level Change Management Approval Board • Serve as Project Manager during the Marine Corps first implementation of HBSS on the classified and unclassified networks • Responsible for the Marine Corps» Network Consolidation of the SIPRNet involving the collapsing over 36 separate Active Directory Domains into one forest and a single domain structure and the migration of over 300 servers and every workstation on the USMC SIPRNet

The buyers — a joint venture between the Cresset Group and Third Sector New England — plan to convert part of Lincoln Plaza for...

NAR supports this legislation and, should it pass, will evaluate the viability of offering a group health insurance plan to members either itself or through a third - party insurance company.