Outcome Variables Sample Clauses

Outcome Variables. The outcome variables are dropout numbers. Dropout counts for different groups were included in the panel data. A “dropout count” represents the number of individuals of a particular group who chose to leave school before earning a high school diploma. Dropout counts for White male dropout, White female dropout, Black male dropout, Black female dropout, ▇▇▇▇▇▇▇▇ ▇▇▇▇ dropout, Hispanic female dropout, Native American male dropout, Native American female dropout, Asian male dropout, Asian female dropout, and total dropout (i.e. the total number of individuals who dropped out of a school district) are considered to be outcome variables and are included in the data used for this study. However, in this paper, I discuss only the results concerning the outcome variables of total dropout, Black male dropout, Black female dropout, White male dropout, and White female dropout.
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Outcome Variables. This study’s primary interest was whether adolescents who had received care, defined as at least one appointment in a pediatric facility (▇▇▇▇▇▇, PCS, or CHOA) during 2008 or 2009, sought follow-up healthcare service through 2010. Those with no evidence of care through 2010 were classified as “lost to follow-up” (primary outcome). The reference group for this outcome included all patients who did receive care sometime in 2010. Adult care was defined as at least one appointment in Emory Healthcare, St. Joseph’s Hospital, ▇▇▇▇▇ Health, or Georgia Medicaid claims data in 2010. Patients who transitioned to adult care (secondary outcome) were classified as “successfully transitioned.” The patients who received care in 2010 but who did not have evidence of transitioning to adult care were classified as “retained in pediatric” (tertiary outcome). Since the “retained in pediatric care” group was used as the referent group for the “successful transition” group during modeling, the crude and multivariable analyses for this outcome are referenced only in Appendix D.
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Outcome Variables. Dietary intake. We measured dietary intake using the Dietary Risk Assessment (DRA). The DRA is a 26-item food frequency questionnaire (FFQ) that measures usual intake of foods and beverages associated with cardiovascular disease risk.39,40 A single dietary intake score (ranging from 0-52) is obtained by summing the scores from four subsections: 1) nuts, oils, dressings, and spreads; 2) vegetables, fruit, whole grains, and beans; 3) drinks, desserts, snacks, eating out, and salt; and 4) fish, meat, poultry, dairy, and eggs. A higher score represents a healthier dietary pattern. Although the score can be dichotomized into “desirable” or “not desirable” we treated the score as continuous in all analyses as only five participants fell within the desirable category. The DRA was validated against the ▇▇▇▇ ▇▇▇▇▇▇▇▇▇▇ Cancer Research Center FFQ (FHCRC-FFQ) in a sample of low- income, midlife, southern, African American women. Correlations between total DRA score and three FHCRC-FFQ diet quality scores ranged from 0.57 to 0.60.39 Control variables. The following control variables were included in adjusted analyses: age (continuous); education (less than high school; high school diploma or GED; some college or technical school; Associate’s degree or higher); employment status (full-time; part-time; unemployed, seeking employment; unemployed, not seeking employment); marital status (currently married; not married, living with a partner; never married; divorced, widowed, or separated); household size (continuous); annual income (less than $5,000; $5,000-$9,999; $10,000-$19,999; $20,000-$29,999; greater than $30,000); car ownership (yes; no); receipt of Supplemental Nutrition Assistance Program (SNAP) benefits (yes; no); smoking status (current smoker; former smoker; never smoker); and area-level median household income (continuous). In order to control for area-level median household income in all models, we created separate median household income variables for each of the four residential neighborhood and activity space environments. Using census block group-level median household income data, we created a continuous KDE surface representing the spatially varying median household income across the study area. We then extracted the average values for each polygon and set of activity space points as described above.
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Outcome Variables. The primary outcome for this study was in-hospital mortality due to all causes during a primary hospitalization for TB. Trends in the proportion of TB hospitalizations with type 1 and type 2 DM resulting in death are compared with proportion of deaths among TB hospitalizations without DM through the ▇▇▇▇▇▇▇-▇▇▇▇▇▇▇▇ test for trend. Trends in the secondary outcomes included length of stay (LOS) (days) and total inpatient charges (US dollars) were also analyzed. Total inpatient charges reflect the amount the hospital is billed for each TB hospitalization and do not include physician fees. Total inpatient charges were adjusted to 2011 US dollars using the Bureau of Labor Statistics' Consumer Price Index Inflation Calculator, found here: ▇▇▇▇://▇▇▇.▇▇▇.▇▇▇/data/inflation_calculator.htm. Weighted descriptive statistics were used to characterize the discharge sample, using proportion or means with standard deviations (SDs) where appropriate. Baseline differences for categorical variables were evaluated by χ2 test. Differences in the overall proportion of deaths, overall average LOS, and overall average inpatient charges between TB hospitalizations with and without DM were determined by t test. Means were assumed normal due to the large cohort size. The ▇▇▇▇▇▇▇-▇▇▇▇▇▇▇▇ test for trend was utilized to test for significance of changes of TB hospitalizations with and without comorbid DM. Weighted values were used to calculate yearly average deaths, yearly average LOS, and yearly inpatient charges among TB hospitalizations with and without DM. Averages were used to account for the differences in size of the TB hospitalizations with and without DM. Then the proportion of average deaths, average LOS, and average charges that occurred among those with coexisting DM were calculated for each year. These yearly proportions were then analyzed for significant changes over the study period using the ▇▇▇▇▇▇▇-▇▇▇▇▇▇▇▇ test for trend. Bivariate analysis was used to examine predictors of death among TB hospitalizations; associations were presented as crude risk ratios (RR), with corresponding 95% confidence intervals (CI). A p-value of less than 0.05 was considered statistically significant. Statistical analyses were performed using SAS 9.3 (SAS Institute Inc., Cary, NC).
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Outcome Variables. All 188 study participants responded to the substance use and depressive symptoms questions. Scores on the depressive symptoms scale ranged from 8 to 32 with a mean score of 17.86 (sd=7.68). Scores on the substance use scale ranged from 0 to 46 with a mean score of 5.35 (sd=8.32). Range Mean (sd) Cronbach’s Alpha Attachment 4-16 11.19 (2.48) N/A Depressive Symptoms 8-32 17.87 (7.68) .905 Substance Use 0-70 5.35 (8.32) .863 In order to test for potential mediation, bivariate analyses were run between each potential pathway in the mediation model to determine if a significant association exists. Predictor Variable and Health Outcomes Results of the simple linear regression analysis indicate that history of abuse is a statistically significant predictor of depressive symptoms (B=4.80, 95% CI=2.60; 6.99, p<.001) suggesting that on average, those who were abused have a mean depressive symptoms score that is 4.80 points higher than those who did not experience abuse. The R2 for this model is .091, indicating that about 9.1% of the variance in depressive symptoms can be explained by having a history of abuse.
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Outcome Variables. Two outcomes of interest in this study are “unhealthy weight and height children” and “mother-child pairs”. Both variables are assessed utilizing weight and height data. Five outcome variables are created to assess children’s weight and height, which are named “wasted”, “underweight”, “normal weight”, “overweight” and “stunted”. These five variables are categorized using the z-score based on the World Health Organization (World Health Organization Malnutrition). An underweight child is defined as weight for age with a z score lower than 2 standard deviations, a wasted child is having weight for height with a z score lower than 2 standard deviations, a stunted child is having height for age with a z score lower than 2 standard deviations, and an overweight child is having weight for height with a z score larger than 2 standard deviations (World Health Organization Malnutrition).
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Outcome Variables. The main outcome variable used for analyses is average consumption per week of identified food items. Studying these variables also help determine whether adults are consuming a combination of foods from all food groups, or dietary diversity. 69 food and beverage items were sorted into 10 categories: (1) global foods; (2) Indian snack foods ; (3) sweets, mithai, desserts; (4) dairy products; (5) beverages; (6) fruits; (7) seasonal fruits; (8) vegetables; (9) common Indian foods; (10) non-vegetarian foods . Each food item was also coded for frequency of consumption (daily, few times per week, once per week, 2-3 times per month, once per month, sometimes, never). Covariates covered two domains: individual and household characteristics. Adults were categorized as male or female. For the purposes of this study, sex is the main independent variable. Other covariates of interest include age (continuous variable), education of the adult household member, number of family members, religion, caste, household income, and PDS usage. Education of household members was categorized by five categories: never attended, pre- primary school, high school, PUC/Diploma, degree and above. Adults also reported number of family members, which is a continuous variable. For religion, the variable was categorized into five groups: Hindu, Muslim, Christian, Jain, and Buddhist. For analysis purposes, only four categories were used for religion: Hindu, Muslim, Christian, and Jain. No respondents reported that they were Buddhists, therefore it was not included in analyses. Caste was categorized into four groups: General Caste, Other Backward Class, Scheduled Caste, and Scheduled Tribe. All four groups were used for analysis. Participants also reported monthly household income, which has been categorized into five categories: Less than 5,000 INR, Between 5,000 to 10,000 INR, Between 10,001 to 20,000 INR, Between 20,001 to 30,000 INR, and More than 30,000 INR. The variable for whether participants hold/use a PDS card was categorized into 5 groups: no card, card that was not used in the past 12 months, AAY, BPL, and APL. For analysis, PDS use was dichotomized as yes/no. The region variable were included for analysis and were used to distinguish between urban and rural households.
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Outcome Variables. From the first date of discharge, a 30-day interval was created. Any admission within that interval was considered a readmission. The interval reset once the period was completed. For intervals with readmission visits, the last date of discharge became the new start date of the 30-day interval. For intervals with no readmission, the next date of discharge became the new start date of the 30-day interval. An example of this can be seen in Table 12.
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Related to Outcome Variables

  • Outcomes Secondary: Career pathway students will: have career goals designated on SEOP, earn concurrent college credit while in high school, achieve a state competency certificate and while completing high school graduation requirements.

  • Strategy As an organization without operational services (fuel, maintenance, etc.), and in consideration that the majority of potential issues come from boat maintenance whereby the boats are personal property, the predominant strategy will be the minimization of on-site waste. With this approach, the organization will have minimal potential impact on the environment and reduce regulatory risk. To accomplish this, requirements will be established by policy, periodic communications shall occur, and audits will be utilized to provide feedback for improvement.

  • Population The Population shall be defined as all Paid Claims during the 12-month period covered by the Claims Review.

  • STRATEGIC PLAN (1) Within forty-five (45) days of the date of this Agreement, the Board shall submit to the Assistant Deputy Comptroller for review and prior written determination of no supervisory objection an acceptable written strategic plan for the Bank, covering at least a three-year period (“Strategic Plan”). The Strategic Plan shall establish objectives for the Bank’s overall risk profile, earnings performance, growth, balance sheet mix, off-balance sheet activities, liability structure, capital and liquidity adequacy, product line development, and market segments that the Bank intends to promote or develop, together with strategies to achieve those objectives, and shall include, at a minimum: (a) a mission statement that forms the framework for the establishment of strategic goals and objectives; (b) the strategic goals and objectives to be accomplished, including key financial indicators, risk tolerances, and realistic strategies to improve the overall condition of the Bank; (c) a risk profile that evaluates credit, interest rate, liquidity, price, operational, compliance, strategic, and reputation risks in relationship to capital; (d) an assessment of the Bank’s strengths, weaknesses, opportunities and threats that impact its strategic goals and objectives; (e) an evaluation of the Bank’s internal operations, staffing requirements, board and management information systems, policies, and procedures for their adequacy and contribution to the accomplishment of the strategic goals and objectives developed under paragraph (1)(b) of this Article; (f) a realistic and comprehensive budget that corresponds to the Strategic Plan’s goals and objectives; (g) an action plan to improve and sustain the Bank’s earnings and accomplish identified strategic goals and objectives; (h) a financial forecast to include projections for significant balance sheet and income statement accounts and desired financial ratios over the period covered by the Strategic Plan; (i) a detailed description and assessment of major capital expenditures required to achieve the goals and objectives of the Strategic Plan; (j) an identification and prioritization of initiatives and opportunities, including timeframes that comply with the requirements of this Agreement; (k) a description of the Bank’s target market(s), competitive factors in its identified target market(s), and controls systems to mitigate risks in the Bank’s target market(s); (l) an identification and assessment of the present and planned product lines (assets and liabilities) and the identification of appropriate risk management systems to identify, measure, monitor, and control risks within the product lines; (m) concentration limits commensurate with the Bank’s strategic goals and objectives and risk profile; (n) assigned roles, responsibilities, and accountability for the strategic planning process; and (o) a description of systems and metrics designed to monitor the Bank’s progress in meeting the Strategic Plan’s goals and objectives. (2) If the Strategic Plan under paragraph (1) of this Article includes a proposed sale or merger of the Bank, including a transaction pursuant to 12 U.S.C. § 215a-3, the Strategic Plan shall, at a minimum, address the steps that shall be taken and the associated timeline to effect the implementation of that alternative. (3) Within thirty (30) days following the Board’s receipt of the Assistant Deputy Comptroller’s written determination of no supervisory objection to the Strategic Plan or to any subsequent update or amendment to the Strategic Plan, the Board shall adopt and Bank management, subject to Board review and ongoing monitoring, shall immediately implement and thereafter ensure adherence to the Strategic Plan. The Board shall review the effectiveness of the Strategic Plan and update the Strategic Plan to cover the next three-year period at least annually, and more frequently if necessary or if required by the OCC in writing. The Board shall amend the Strategic Plan as needed or directed by the OCC. Any update or amendment to the Strategic Plan must be submitted to the Assistant Deputy Comptroller for review and prior written determination of no supervisory objection. (4) Until the Strategic Plan required under this Article has been submitted by the Bank for the Assistant Deputy Comptroller’s review, has received a written determination of no supervisory objection from the Assistant Deputy Comptroller, and has been adopted by the Board, the Bank shall not significantly deviate from the products, services, asset composition and size, funding sources, structure, operations, policies, procedures, and markets of the Bank that existed immediately before the effective date of this Agreement without first obtaining the Assistant Deputy Comptroller’s prior written determination of no supervisory objection to such significant deviation, except that the Bank may, within ninety (90) days of the date of this Agreement, accept a capital infusion from Patriot National Bancorp, Inc. (5) The Bank may not initiate any action that significantly deviates from a Strategic Plan (that has received written determination of no supervisory objection from the Assistant Deputy Comptroller and has been adopted by the Board) without a prior written determination of no supervisory objection from the Assistant Deputy Comptroller. (6) Any request by the Bank for prior written determination of no supervisory objection to a significant deviation described in paragraphs (4) or (5) of this Article shall be submitted in writing to the Assistant Deputy Comptroller at least thirty (30) days in advance of the proposed significant deviation. Such written request by the Bank shall include an assessment of the effects of such proposed change on the Bank’s condition and risk profile, including a profitability analysis and an evaluation of the adequacy of the Bank’s organizational structure, staffing, management information systems, internal controls, and written policies and procedures to identify, measure, monitor, and control the risks associated with the proposed change. (7) For the purposes of this Article, changes that may constitute a significant deviation include, but are not limited to, a change in the Bank’s markets, marketing strategies, products and services, marketing partners, underwriting practices and standards, credit administration, account management, collection strategies or operations, fee structure or pricing relative to market prices, accounting processes and practices, asset composition and size, or funding strategy, any of which, alone or in the aggregate, may have a material effect on the Bank’s operations or financial performance; or any other changes in personnel, or operations that may have a material effect on the Bank’s operations or financial performance. (8) Within thirty (30) days after the end of each quarter, a written evaluation of the Bank’s performance against the Strategic Plan shall be prepared by Bank management and submitted to the Board. Within thirty (30) days after submission of the evaluation, the Board shall review the evaluation and determine the corrective actions the Board will require Bank management to take to address any identified shortcomings. The Board’s review of the evaluation and discussion of any required corrective actions to address any identified shortcomings shall be documented in the Board’s meeting minutes. Within ten (10) days following completion of the Board’s review, the Board shall submit to the Assistant Deputy Comptroller a copy of the evaluation as well as a detailed description of the corrective actions the Board will require the Bank to take to address any identified shortcomings.