28 years as on 23/02/2017.
First class B.Tech in Bioinformatics/ Computational Biology/ M.Sc in Bioinformatics/ Life Sciences with 55% of marks.
Interested candidates may attend the interview with application in prescribed format, attested photocopies of testimonials of their age, educational qualification, experience, reserved category etc to the venue on 23/02/2017 at 09:30 A.M.
CSIR – IHBT, Palmpur (H.P).
Date & Time of Candidates Interview: 23/02/2017 at 09:30 A.M.
Get more details IHBT, vacancy details, qualification, experience, how to apply & other information click on the link given below….
40 years for Post 1, 35 years for Post 2, 28 years for Post 3 as on 29/12/2016.
For S.No-3: M.Sc in Horticulture/ Forestry/ Botany with 55% of marks with relevant experience.
Interested candidates may attend the interview along with application in prescribed format, attested photocopies of testimonials of their age, educational qualification, experience, reserved category, original certificates of testimonials to the venue on 29/12/2016.
Date of Candidates Interview: 29/12/2016.
IHBT Recruitment 2016– Project Asst Posts: CSIR – Institute of Himalayan Bio Resource Technology (IHBT), Palampur has inform 01 vacant seat for Project Asst for various projects purely on temporary basis. If you have a dream of join IHBT. You can attend for interview on 29/11/2016. Other details are mentioned below..
30 years as on 29/11/2016.
First class B.Tech in Information Technology/ Computer Science and Engineering.
Interested candidates may attend the interview along with application in prescribed format, attested photocopies of testimonials of their age, educational qualification, experience, reserved category, original certificates of testimonials etc.to the venue on 29/11/2016 at 09:30 AM.
Date & Time of Candidates Interview: 29/11/2016 at 09:30 AM.
Address: A Constituent Laboratory of the Council of Scientific and Industrial Research (CSIR) Post Box. No. 06, Palampur – 176061 (H.P.) INDIA.
18 to 35 years as on 16/11/2016.
Ph.D in Chemistry with thesis in the area of organic synthesis.
Interested candidates may attend the interview along with application in prescribed format, original & attested photocopies of testimonials of age, educational qualifications, experience, category etc to the venue on 16/11/2016 at 09:30 AM.
About Us:- The Council of Scientific & Industrial Research (CSIR), known for its cutting edge R&D knowledgebase in diverse S&T areas, is a contemporary R&D organization. Having pan-India presence, CSIR has a dynamic network of 38 national laboratories, 39 outreach centres, 3 Innovation Complexes and 5 units. Situated among pristine environ in the lap of Dhauladhar ranges, CSIR-IHBT is the only laboratory of the Council of Scientific and Industrial Research in the State of Himachal Pradesh (H.P.), India. Institute has a focused research mandate on bioresources for catalysizing bioeconomy in a sustainable manner.A research paper entitled "Phenolic constituents from apple tree leaves and their in vitro biological activity; Authors: Shalika Rana, Shiv Kumar, Ajay Rana, Vivek Sharma, Preeti Katoch, Yogendra Padwad, Shashi Bhushan" has been published in Industrial Crops and Products Journal (90) 118-125 doi: 10.1016/j.indcrop.2016.06.027 (IF: 3.449) With the advent of short-reads-based genome sequencing approaches, large number of organisms are being sequenced all over the world. Most of these assemblies are done using some de novo short read assemblers and other related approaches.


text:
Q: Error In Angular JS Setup I am setting up the environment for my first AngularJS application.I am referring this link.
I get the following error:
/////////////////////////////Command/////////////////////////////////////
D:\FrontEnd>node --version
v6.9.1

//////////////////////////////Command////////////////////////////////////
D:\FrontEnd>npm install
npm WARN optional SKIPPING OPTIONAL DEPENDENCY: fsevents@^1.0.0 (node_modules\ch
okidar\node_modules\fsevents):
npm WARN notsup SKIPPING OPTIONAL DEPENDENCY: Unsupported platform for fsevents@
1.0.15: wanted {"os":"darwin","arch":"any"} (current: {"os":"win32","arch":"x64"
})

D:\FrontEnd>npm start
npm ERR! Windows_NT 6.2.9200
npm ERR! argv "C:\\Program Files\\nodejs\\node.exe" "C:\\Program Files\\nodejs\\
node_modules\\npm\\bin\\npm-cli.js" "start"
npm ERR! node v6.9.1
npm ERR! npm  v3.10.8

npm ERR! missing script: start
npm ERR!
npm ERR! If you need help, you may report this error at:
npm ERR!     <https://github.com/npm/npm/issues>

npm ERR! Please include the following file with any support request:
npm ERR!     D:\FrontEnd\npm-debug.log

D:\FrontEnd>

Can anyone help me on this??

A: i think you miss the start tag in the package.json add this
"scripts": {
    "start": "node yourScript.js"
}

redpajama_set_name: RedPajamaStackExchange


text:
Q: How can I merge XML files using XMLBeam into one Java object? I have a working application that loads several different types of XML files into Java objects using interface files and org.xmlbeam.XBProjector. It's all working fine. The problem now is that we need to have 'generic' versions of these files plus a client specific file to optionally add on additional configuration.
I could obviously have the projector load a generic object and a client object, but then all my existing code would now have to scan two lists. What I want to do is merge the two objects into one. Is there any way to do that?
Thanks,
Wayne

A: XMLBeam has the feature of dynamic projections. With this feature you can change the XPath expressions during runtime. Maybe you can reuse your projection interfaces and "bind" the XPaths later?


While the Dodge Challenger has always been treated as a Cinderella (without the prince) when discussing the American muscle car scene, the arrival of the Hellcat changed the equation quite a bit.
The Dodge Challenger has always been admired for the best interpretation of the retro-flavored modern design of the triumvirate (Mustang and Camaro owners might disagree, but that's the plain truth) but that hasn't actually helped them too much. They remain in third place behind the Camaro and Mustang – who trade places on a regular basis. But the Challenger Hellcat, thanks to the addition of the mindless supercharged engine has turned this into an instant quintessential American classic. You might think there's nothing more to add. Guess again.
And the tuning kit that enhances the hellcat flavor comes from an unexpected place – German tuners at Prior Design, who use the PD900HC widebody kit to instill some European sensibility in a coupe that looks even more raw. The main change are the huge fenders, the all new front bumper with canards at each corner and a ground-scraping splitter. There's also a huge rear diffuser and side skirts to bring the car closer to the ground. There's also a trunk lip spoiler to complete the appearance and many parts have been finished in gloss black to contrast the body's bright red paint. The kit is also available for any other Challenger and while the name suggests otherwise, there's no added horsepower to go with the more menacing looks.


text:
Q: How do I add an exception to a query that finds the most popular records? I am building a website where users submit screencasts and associate with them, tags.
Here are the 3 tables that comprise the database:
Screencasts:

| screencastId | title                                            |
|--------------|--------------------------------------------------|
| CF9S4QZuV30  | Go Programming                                   |
| ef-6NZjBtW0  | How to Make Android Apps                         |
| F3WpBsc0QEw  | Git & GitHub: Creating a Repository (2/11)       |
| Ggh_y-33Eso  | Learn HTML in 15 Minutes                         |
| GrycH6F-ksY  | jQuery Tutorials: Submitting a Form with AJAX    |
| N4mEzFDjqtA  | Python Programming                               |
| QRmmISj6Rrw  | Learn PHP: Your first file                       |
| WPvGqX-TXP0  | Java Programming                                 |
| wz3kElLbEHE  | SASS Tutorial                                    |
| Xx-XZwJT76w  | Setting Up A Development Environment With Bowery |

Tags:

| tagName |
|---------|
| Android |
| Bowery  |
| Git     |
| Go      |
| Html    |
| Java    |
| jQuery  |
| PHP     |
| Python  |
| Sass    |

ScreencastTags

| screencastId | tagName |
|--------------|---------|
| CF9S4QZuV30  | Go      |
| ef-6NZjBtW0  | Android |
| ef-6NZjBtW0  | Java    |
| F3WpBsc0QEw  | Git     |
| Ggh_y-33Eso  | Html    |
| GrycH6F-ksY  | jQuery  |
| N4mEzFDjqtA  | Python  |
| QRmmISj6Rrw  | PHP     |
| WPvGqX-TXP0  | Java    |
| wz3kElLbEHE  | Sass    |
| Xx-XZwJT76w  | Bowery  |

The website allows the user to view the 9 most popular tags:

The query I use to determine these 9 most popular tags is as follows:
SELECT t.tagName
FROM tags t
JOIN screencastTags m
    ON m.tagName = t.tagName
GROUP BY t.tagName
ORDER BY COUNT(*) DESC, t.tagName DESC
LIMIT 9

As you can see, there is a 10th menu item entitled Other. When clicked, the user is shown screencasts whose tags are not among the 9 most popular.
The query I use to determine these screencasts is as follows:
SELECT
    v.screencastId,
    v.title,
    GROUP_CONCAT(m.tagName) as tags
FROM screencasts v
JOIN screencastTags m
    ON v.screencastId = m.screencastId
WHERE m.tagName NOT IN (
    SELECT * FROM (
        SELECT t.tagName
        FROM tags t
        JOIN screencastTags m
            ON m.tagName = t.tagName
        GROUP BY t.tagName
        ORDER BY COUNT(*) DESC, t.tagName DESC
        LIMIT 9) as t)
GROUP BY v.screencastId
ORDER BY v.ReferralCount DESC

Unfortunately, this query does behave as I would have hoped. It results in the following table:
| screencastId | title                    | tagName |
|--------------|--------------------------|---------|
| ef-6NZjBtW0  | How to Make Android Apps | Android |

I wanted it to return this table:
| screencastId | title                    | tagName       |
|--------------|--------------------------|---------------|
| ef-6NZjBtW0  | How to Make Android Apps | Android, Java |

How do I achieve the expected result in this case?
As you can see, the subquery returns the 9 most popular tags, among them is the tag Java. Because the query returns screencasts whose tags are not in the subquery result, the tag Java is not included. It should be, because the screencast was tagged as Android and Java. Android is not one of the 9 most popular tags, Java is.

A: If you want screen casts that have none of the 9 tags, then the logic is more like this:
SELECT v.screencastId, v.title,
       GROUP_CONCAT(m.tagName) as tags
FROM screencasts v JOIN
     screencastTags m
     ON v.screencastId = m.screencastId LEFT JOIN
     (SELECT t.tagName
      FROM tags t JOIN
           screencastTags m
           ON m.tagName = t.tagName
      GROUP BY t.tagName
      ORDER BY COUNT(*) DESC, t.tagName DESC
      LIMIT 9
     ) tags9
     ON m.tagname = tags9.tagname
GROUP BY v.screencastId, v.title
HAVING SUM(tags9.tagname IS NOT NULL) = 0;

What is this doing?  The LEFT JOIN is matching tags to the nine original tags (assuming the database has not been updated between the two queries).  The aggregation is by the screen case.  The HAVING clause then checks that there is no match to the nine tags.  This guarantees that none of the nine tags are one the returned values from this query.
EDIT:
Ooops, I think I misinterpreted the question.  I thought you wanted screen casts that have none of the nine tags.  Instead, you want all the tags for screen casts that have additional tags.
This is actually a small variation on the above query.  Instead of checking that all tags are different, this checks that any tag is different.  The only change is to the HAVING clause:
SELECT v.screencastId, v.title,
       GROUP_CONCAT(m.tagName) as tags
FROM screencasts v JOIN
     screencastTags m
     ON v.screencastId = m.screencastId LEFT JOIN
     (SELECT t.tagName
      FROM tags t JOIN
           screencastTags m
           ON m.tagName = t.tagName
      GROUP BY t.tagName
      ORDER BY COUNT(*) DESC, t.tagName DESC
      LIMIT 9
     ) tags9
     ON m.tagname = tags9.tagname
GROUP BY v.screencastId, v.title
HAVING SUM(tags9.tagname IS NULL) > 0;


text:
The Theatre de la Jeune Lune was a celebrated theater company based in Minneapolis, Minnesota.  The company, in operation from 1978 to 2008, was known for its visually rich, highly physical style of theatre, derived from clown, mime, dance and opera. The theatre's reputation also stemmed from their reinvented classics and their productions of highly ambitious original work.

History
Theatre de la Jeune Lune (French for Theater of the New Moon) was founded in France in 1978 by Dominique Serrand, Vincent Gracieux and Barbra Berlovitz, who were later joined by Robert Rosen, all graduates of the École Internationale de Théâtre Jacques Lecoq school in Paris.  Actors Steven Epp and Felicity Jones joined Jeune Lune in 1983. The company's name was inspired by the verses of a poem by Bertolt Brecht which reads, "As the people say, at the moon's change of phases / The new moon holds for one night long / The old moon in its arms". Serrand recalls starting the company as being "complete chaos, and that's what was great... We wanted to change theater but we didn't have a clue how to do it."

For the first years of operation, Jeune Lune split its time between performing between Paris and in Minneapolis. The company permanently settled in Minneapolis in 1985 and, in 1992, moved into the renovated Allied Van Lines building in Minneapolis' Warehouse District. In 2001, the five original members officially took on duties as co-artistic directors. This collaborative style of direction made it possible for everyone to have an equal say of what goes onstage, as well as keep their creativity flowing.

They were very well known for their theatrical trademark of incorporating what they learned under Jacques Lecoq into the works of Moliere, Shakespeare and D'Artagnan. They would also use a rather inventive style of mise en scene in shows, as well as comedic acting very similar to Charlie Chaplin, Marcel Marceau and Commedia dell'arte. Epp explained their approach for producing shows saying, "We dissect the body in its movement, power and playfulness, and glean from that ways to apply that physicality to whatever material we're working with, to galvanize the role and find what's pertinent to a contemporary audience."

Jeune Lune was highly notable for its productions of original works. Their most notable example was in 1992, when the company wrote and produced a Brecht stylized play titled "Children of Paradise: Shooting a Dream". The show is a fictionalized portrayal of the making of the acclaimed French film, Les Enfants du Paradis. The team used Brecht's trademark of episodic style in plays by doubling the actions from the film's setting in the 1830s and the shooting of the movie in the 1940s. The audience was also encouraged to participate in the show as they were seated directly on the stage for the prologue, serving as witnesses to the events portrayed in the movie. This was done to represent the mixed ambiguity of the film's meaning that the public felt upon release, leaving it to the spectators to decide its moral message. The production was met with critical praise, going on to win the American Theatre Critics Association's award for best new play.

In 2005, the Theatre de la Jeune Lune was awarded the Regional Theatre Tony Award They have also received international praise when both Serrand and Gracieux were knighted by the French government for their contributions to the country's culture. However, despite critical acclaim, the company struggled in its later years to find an audience.

By 2007, the company faced a crisis.  Four of the original five members had either left the company or stepped down from their co-artistic director positions, with Dominique Serrand remaining as the sole director. Over the years, the company had also accumulated a debt load exceeding $1 million, even as it attempted restructuring and budget cuts in order to remain solvent.

In June 2008, the Theatre de la Jeune Lune board of directors announced it would sell the theater building and "shut down the arts group as currently organized."  Serrand said in a statement that the artists "are exploring ways to reinvent an agile, nomadic, entrepreneurial theatre with a new name" that will be "coming soon to a theatre near you." He mentioned his hopes for the closing to be viewed as a way of reflecting on what he sees as systemic problems with how art is funded in the United States.

Shortly after the closing, Dominique Serrand and Steven Epp began a collaboration with Nathan Keepers and Christina Baldwin, to open a new theatre in the area called "The Moving Company", where they continue to work as artistic directors.

The theatre now operates as a converted wedding venue under the name "Aria at the Jeune Lune."

A coverage of the activities of the group during the spring and summer of 1980 in Paris, when they were performing "Cirque de Molière", was produced by Ateliers Varan as "Le Théatre de la Jeune Lune", directed by Panamanian filmmaker Edgar Soberón Torchia. The film shows the group performing fragments of Molière's plays on the street at the Centre Georges Pompidou and on an improvised stage in a market place. The 13 minute-movie is part of the film archive of Ateliers Varan, founded by Jean Rouch.

Shows
1978: A Midsummer Night's Dream
1979: Cirque de Molière; A French Christmas; Ubu for President
1980: 1929; Antoine et August; The Nitty Gritty; The Tinker's Dam
1982: Snow Business
1983: Heroes; The Caprices of Marianne; Goodbye Paradis Can-Can
1984: The Fantastic Adventures of the Count of St. Germain; The Kitchen; The Cloudkeeper
1985: Yang Zen Frogs; Lulu; The Bourgeois Gentleman; Christopher Columbus;
1986: Splendid; Place de Breteuil; August, August, August; Circus; Exit the King
1987: Romeo and Juliet; N'yawk, N'yawk, Who's There?; Lorenzaccio; Cafe Under the Earth
1988: Red Noses; The 7 Dwarves
1989: 1789: The French Revolution; Holiday in Kerflooey; Cyrano; The Force of Habit
1990: Some People's Kids; Il Campiello
1991: Puntilla and His Chauffeur Matti; Crusoe, Friday, and the Island of Hope; The Nightingale
1992: Children of Paradise — Shooting a Dream; The Ballroom
1993: Scapin; Le Creation du Monde; Facade; The Green Bird
1994: Germinal; Don Juan Giovanni; Conversations After Burial; The Juniper Tree
1995: Pelleas and Melisande; Yang Zen Froggs; The Hunchback of Notre-Dame
1996: Honeymoon China; The Impresario; The 3 Musketeers
1997: The Kitchen; The Pursuit of Happiness; Cinemamerica & LifeLiberty
1998: Twelfth Night; Red Harviest; ... Queen1999: Cyrano; Tartuffe; The Golem;  Furthest from the Sun2000: The Magic Flute; The Government Inspector; Chez Pierre2001: The Magic Flute; Gulliver, A Swift Journey; Hamlet; The Description of the World; The Green Bird2002: Medea; Cosi fan Tutte; The Nuns2003: The Seagull; Carmen; Figaro; The Man Who Laughs; Circus of Tales2004: The Ballroom; The Golem; The Miser; Carmina Burana2005: Maria de Buenos Aires; Antigone; Lettice and Lovage; The Little Prince; Tartuffe2006: Amerika, or The Disappearance; Mefistofele; Tartuffe; The Miser2007: The Deception; Don Juan Giovanni; Figaro2008: Fishtank; Figaro''

References

External links

1978 establishments in Minnesota
2008 disestablishments in Minnesota
Tony Award winners
Theatre companies in Minneapolis
Regional theatre in the United States

redpajama_set_name: RedPajamaWikipedia


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text:
Shenmue 3 Kickstarter and the Affect Heuristic
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Thomas's Dark Soul Is Alone
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Why We Love Ellie From The Last of Us
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You Can Cheat, But Don't Be a Cheater
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How Not to Compare the Xbox One and PS4
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The Psychology of Video Game Nostalgia
With the help of researchers in psychology and marketing, let's explore why we tend to get nostalgic about old games, why we may be fooling ourselves about how great they were, why it may be a good thing anyway, and why it makes us vulnerable to marketers.
Saucy Necromancers And the Psychology of Self-Perception
What effect does using highly sexualized avatars have on our preoccupation with body image and acceptance of rape myths? Some new research on self-perception theory and virtual reality avatars suggests some things you should be aware of the next time you sit down at a character creation screen.
October 28, 2013 in Articles.
Less Humble Bundles Are More
The "less is more" effect can make one product seem more valuable than another even though it has less to offer. The Humble Bundle deals provide a great real-world example of how you might be willing to pay more if the deals were presented in just a slightly different way.
Why You Don't Burn Out on Candy Crush Saga
Candy Crush Saga is the most popular game on Facebook, iOS, and Android. Unsurprisingly, it uses a few psychological levers to move its players, and this article focuses on one of them to answer the question: Why do they limit the number of lives you have per day instead of letting you play as much as you want?
Why Do Color Coded Clues in Level Design Work?
Level designers often use colors to guide players along their way. The psychology of inattentional blindness and traffic accidents has more in common with this than you might think.
September 27, 2013 in Articles.
Why Gone Home Is So Immersive
The first person exploration game Gone Home is one of the most immersive games I've ever seen, and it was done with just a tiny budget and team relative to AAA games. Let's look at what theories of spatial presence have to say about what the developers did and why it works so well.
It's Not So Bad: Cognitive Dissonance and Cheap Games
All else being equal, do you enjoy the games you pay full price for as much as the ones you buy on sale for cheap? While it of course first depends on the game, a certain well known theory in psychology suggests that paying $60 for the new Tomb Raider game when it came out…
A Blind Gorilla with a Fez Walks Up to a Border Checkpoint…
Here, I've got a quick task for you. Assuming aces are worth 11, quickly double the value of each card below and add them up. The answer is 50, right? Well, yes but that's not the point. The point is that you probably missed the fact that the 4 of hearts is black. Assuming a…
July 22, 2013 in Articles.
The Psychology Behind Steam's Summer Sale
Summer is here! Time to pump up your video game backlog until it's bloated, gurgling, and making vaguely taunting motions from over in the corner. In other words, the Steam Summer Sale has begun. I just bought Hotline Miami, Fez, and The Swapper for like 14 cents while typing that. Like last time, Steam is…
Can The Xbox One's Kinect Read Your Mind?
Well, no. Of course not. That's a silly question. Why would you even ask it? That said, the updated supercamera on the Kinect 2.0 is capable of some pretty amazing things. Microsoft demonstrated how it can tell where you're looking, estimate your heart rate from the color of your skin, and even infer your mood…
The Left-Digit Effect: Why Game Prices End in .99
Why, when you saunter into a game store or navigate your favorite e-tailer, is everything priced $59.99, $29.99, or $19.99? More specifically, why do all those prices end in ".99?" Why not just be honest and price them at $60, $30, and $20? Retailers aren't fooling anyone by pricing them one cent cheaper, are they?…
A Tale of Two Talent Trees
Can the presentation of choices on an upgrade screen or talent tree affect how we feel about those choices? Consider the two screenshots of talent trees below. No, look, don't ask why just yet. Just consider them! The first one is from the first person shooter Syndicate while the second is from the latest Tomb…
May 8, 2013 in Articles.
The Availability Heuristic is Always On
One of the stories that's making the rounds right now concerns Adam Orth, a (former) Creative Director at Microsoft who caused a ruckus by cramming his foot in his Twittermouth. He did so while weighing in on a potential "always on, always connected to the Internet" nature of Microsoft's next Xbox console. The gist of…
Heuristics, Ho!
This pricing I just saw on Bioshock Infinite inspired me to make a quick note: This is just a nice example of what psychologist and influence connoisseur Robert Cialdini would call a "click, whirr" moment. Bioshock Inifinite is only discounted three cents here, but we're so used to thinking that something is a good buy…
The Zeigarnik Effect and Quest Logs
What do waiters in a 1920s Venetian restaurant and today's average role-playing game fan have in common? They both tend to remember what they have yet to finish. Sometime during the 1920s, Russian psychologist Bluma Zeigarnik was sitting in an Austrian restaurant (or maybe German; accounts differ) when she noticed something peculiar: waiters displayed an…
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One of the blind spots in my gaming experience is the multiplayer online battle arena (MOBA) genre, which consists of competitive multiplayer games like DOTA, Heroes of Newerth, and League of Legends. Part of the reason I've never jumped in to any of these massively popular games is the one-two combination of a daunting learning…
January 4, 2013 in Articles.
The Walking Dead, Mirror Neurons, and Empathy
Oh man, have you all been playing The Walking Dead from Telltale Games? I have, and with every installment of this episodic game I'm newly impressed by how hard it yanks on my emotions. Like the comic that spawned it, the game is unapologetically bleak. Its appeal largely comes from watching characters getting crammed into…
How Game Tutorials Can Strangle Player Creativity
Okay, let's do one more article on creativity and games, based on this question: Is it better to hand hold new players through a game tutorial to teach them all the mechanics and intricacies of a game, or is it better to let them figure things out on their own? The "tutorial level" has become…
Creativity, Puzzle Games, and Brain Damage
Have you ever encountered a puzzle in a game that utterly stumped you, then wondered why it seemed so trivially easy when you stepped away and came back to it after doing something else for a while? I have, especially on a recent playthrough of an indie puzzle game called "QUBE" (http://qube-game.com/). For those not…
Competition, Cooperation, and Play
One of the topics that's conspicuously absent from this blog is that of the relationship between violence and video games. The short version of the reason why is that I think the issue is too polarizing and too much tends to get read into findings on either side. Something I did recently find worth discussing,…
Trials Evolution, Social Comparisons, and Second Place
Is it worse to come in second to last or second to first? I've been playing a lot of Trials Evolution lately and this question kept occurring to me as the results of my run at each track came up. Trials Evolution is a side scrolling, motorcycle driving game with a heavy emphasis on physics.…
Seven Psychological Sins of SimCity Social
I have recently been hearing a lot about SimCity Social, the "Farmville with a candy coating of SimCity" game from Bigfish and EA. Mostly I've heard about how the game pulls all kinds of tricks to get players to spam each other, trade items, recruit new players, and spend real money. All of these things…
The Psychology of Diablo III Loot Part 4 Historical Items
Wait, did I say the series on Diablo III loot would be a three parter? By that I obviously meant it would have four parts. Don't put words in my mouth. I was listening to the always excellent Giant Bombcast podcast recently and the gang was talking about their experiences using the Diablo III auction…
The Psychology of Diablo III Loot Part 3 Dopamine Binds On Pickup
In Part 1 of this series on the psychology of Diablo III loot I talked about how the anchoring effect can affect our estimates of value for auction house items. In Part 2, I described how the availability heuristic can trick us into thinking that epic item drops are more common than they are. In…
The Psychology of Diablo III Loot Part 2 Availability Heuristic and Loot Drops
In part 1 of this three part series, I suggested that Blizzard could move more money through its auction house economy if it sorted prices from high to low by default, thanks to the anchoring effect. All of those items still had to be found from drops, though, and that involves a lot of tedious…
The Psychology of Diablo III Loot Part 1: Anchoring the Auction House
Oh man, you all, I've been playing a LOT of Diablo III lately. I'm sure that many of you who have played have been through the same scenario I have time after time. After running around avoiding AOE attacks, dashing in to rez fallen teammates, and swatting aside trash mobs, you and your co-players finally…
Draw Something Uncertain
Imagine that some wealthy lunatic comes to you with an offer to choose between the following gambles in order to win five bucks: Option 1: A stock is selected at random from the Wall Street Journal. You guess whether it will go up or down tomorrow. If you're right, you win $5. Option 2: A…
Needs and Gratification Theory and Game Genres
Hey, do you guys watch Extra Credits? If not, you should. Each week the team there shares insightful, animated essays on topics related to video game design, culture, and business. They're often pretty amusing, too. A few weeks ago they did a series on the difference between Western and Japanese RPGs that reminded me of…
April 4, 2012 in Articles.
The Dunning-Kruger Effect and Multiplayer Games
Let me describe a scenario that I think we've all been in. You pick up a game like Gears of War 3 or Starcraft II or the deck-building iOS game Ascension. You jam through the single-player campaign or do a little comp stomping in skirmish mode –maybe even on the second-to-hardest difficulty 'cause you're totally…
Two Lessons From Team Fortress 2
I've gotten sucked back in to Team Fortress 2 (TF2) lately and taking notes of the changes that have happened since I last played. In the course of poking around the Mann Co Shop I've been reminded that they have some pretty smart cookies over there at Valve and I for one welcome our new…

redpajama_set_name: RedPajamaCommonCrawl


This commercial is just amazing. A guy walks to a bus stop while it's freezing and finds this weird guy waiting there as well. Eventually he ends up with him chilling next to a fireplace in long underwear.


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Home / World View / What Is 2/5 As a Percentage?
What Is 2/5 As a Percentage?
By Staff WriterLast Updated Apr 2, 2020 8:43:39 PM ET
Two-fifths is equivalent to 40 percent. Dividing the numerator, 2, by the denominator, 5, yields a decimal value of 0.40. Decimal values can be converted to percentages by multiplying by 100, which means that 0.40 is equal to 40 percent.
There are many ways to convert a decimal into a fraction. While the easiest way is to convert the fraction into a decimal first, it usually requires a calculator. An alternative method is to multiply the fraction so that the denominator becomes 100. To do so, multiply the top and bottom by the same amount. In the case of 2 over 5, multiplying by 20 yields a new fraction of 40 over 100. Because a percentage is the part out of a whole, or 100 percent, the numerator of 40 of this new fraction is equal to the fraction as a percentage.
One final way of converting a fraction to a percentage is with simple algebra. Because the percentage is a part of 100, the fraction can be set to equal some number, x, over 100. In this case, 2 over 5 is equal to x over 100. The variable is isolated by multiplying 2 by 100, resulting in 200 over 5, or 40, which is equal to the percentage x.


Discussion in 'Economy' started by onedomino, Mar 25, 2005.
PARIS (Reuters) - Opposition to the European Union constitution is growing in France despite political leaders' efforts to drum up support for the treaty, a poll shows.
Fifty-five percent of French voters who have decided how they will vote in a May 29 referendum on the constitution plan to reject the text, according to the poll for the weekly Marianne magazine, to be published on Saturday.
The poll was the third survey in less than two weeks to show a majority against a constitution that is intended to make the EU work more smoothly.
The proportion opposed to the treaty has risen from 51 percent and 52 percent in the two previous polls -- a trend which will dismay France's main political parties, who have stepped up their campaign for the EU treaty in recent days.
President Jacques Chirac and Prime Minister Jean-Pierre Raffarin said this week France risked losing influence in the EU if it rejected the constitution and urged voters to judge the text on its own merits rather than linking it to other issues.
Nevertheless, opposition to Turkey's possible EU entry was one of the main reasons cited by those in the 'no' camp, with a desire for EU policy to have a social dimension close behind.
One in five said they would use the referendum as a chance to cast a protest vote against the ruling conservatives.
Half of those polled said they would either abstain, cast blank ballots, or have yet to make up their minds -- about the same proportion as in the two earlier polls which showed a majority against the text.
Wouldn't it be a huge hoot if Chirac's own people pulled the rug out from under his avaricious dreams of another French empire?
It will make me smile if this whole idea is run off the track by Chirac's pride.
If the French vote no, then the implementation of the EU Constitution will be delayed, not defeated. As the internal politics are juggled, the French will continue to hold referenda until it passes. Sooner or later, an EU Constitution will pass.
It would be very stupid.
You know, the vote is in may, the 29th.
So, 2 monthes again. Things can change.
For the moments, everybody speak of the NO because he grows up in the polls. So, all the NO-friends speak and call to a boycott.
But soon the YES will counter-attack, and the things will probably change.
But a vot NO to protest against Raffarin and Chirac would be dumb.
They have to vote on a text, not on the french governement.
This vote engage France but also 24 other States.
And as it is mentionned, half of the voters have not yet an opinion.
Go see a psychanalist, it would be good for you, to solve your problem.


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UDR Announces Third Quarter 2021 Results and Increases Full-year 2021 Guidance Ranges
26 October 2021, 4:16 pm ·29-min read
DENVER, October 26, 2021--(BUSINESS WIRE)--UDR, Inc. (the "Company") (NYSE: UDR), announced today its third quarter 2021 results. Net Income, Funds from Operations ("FFO"), FFO as Adjusted ("FFOA"), and Adjusted FFO ("AFFO") per diluted share for the quarter ended September 30, 2021 are detailed below.
Quarter Ended September 30
$ Change vs.
Prior Year Period
% Change vs.
Net Income per diluted share
$(0.09)
FFO per diluted share
FFOA per diluted share
AFFO per diluted share
The Company reported net income attributable to common stockholders of $16.7 million, or $0.06 per share, compared to $(26.3) million, or $(0.09) per share, in the prior year period. This increase was primarily due to an increase in Same-Store ("SS") net operating income ("NOI"), higher NOI from acquired communities, higher income from unconsolidated entities, and lower debt extinguishment costs.
SS results for third quarter 2021 versus third quarter 2020 and second quarter 2021 are summarized below.
Growth / (Decline)
Year-Over-Year ("YOY"):
Q3 2021 vs. Q3 2020
With concessions reflected on a cash basis:
SS Revenue
SS Expense
SS NOI
With concessions reflected on a straight-line basis:
The Company's weighted average SS physical occupancy for the third quarter of 2021 was 97.5 percent, compared to 95.5 percent for the third quarter of 2020 and 97.2 percent for the second quarter of 2021.
The Company continues to implement its Next Generation Operating Platform which helped limit third quarter 2021 SS controllable expense growth to 1.8 percent YOY and 2.0 percent YTD.
During the quarter, the Company acquired five communities with a combined purchase price of $619.9 million. Subsequent to quarter-end, the Company acquired two communities for $282.5 million and sold one community for proceeds of $126.0 million.
During the quarter and subsequent to quarter-end, the Company entered into forward equity sale agreements under its at-the-market equity program for approximately 6.0 million shares of common stock at a weighted average initial forward price per share of $53.80 for estimated future proceeds of approximately $321.9 million, subject to adjustment as described later in this release. During the quarter, the Company settled approximately 11.4 million shares of common stock under its previously-announced forward equity sales agreements at a weighted average net price per share, after adjustments, of $43.82 for proceeds of approximately $500.0 million.
During the quarter, the Company (a) issued $200.0 million of 10-year unsecured debt at an effective interest rate of 2.259 percent, (b) increased the maximum aggregate capacity on its senior unsecured revolving credit facility to $1.3 billion from $1.1 billion and extended its maturity to January 2026, (c) increased the maximum aggregate capacity under its commercial paper program to $700.0 million from $500.0 million, (d) extended the maturity of its $350.0 million senior unsecured term loan to January 2027, and (e) extended the maturity of its $75.0 million working capital facility to January 2024. The spread above LIBOR on each of the revolving credit facility, term loan, and working capital facility was reduced by 5 basis points.
Subsequent to quarter-end, the Company published its third annual ESG report, which detailed the Company's progress towards its ESG goals and introduced enhanced greenhouse gas emissions and energy usage reduction targets. Concurrently, the Company announced it was named the number one ESG performer in the 2021 GRESB survey among publicly listed residential companies worldwide with a score of 86.
"We once again achieved the high-end of our expectations across key performance metrics and raised guidance for the fourth time this year on the back of accretive capital allocation and strong operating results across our 21 markets, which have been further supplemented by our ongoing Platform innovations," said Tom Toomey, UDR's Chairman and CEO. "The competitive advantages created by our operational focus have and should continue to drive strong same-store growth and margin expansion as well as enable us to accretively deploy capital through numerous channels."
For the fourth quarter of 2021, the Company has established the following earnings guidance ranges. For the full-year 2021, the Company increased its previously provided Same-Store and earnings guidance ranges(1):
Full-Year 2021
2021 Guidance,
at Midpoint
Net Income / (Loss) per share
FFOA per share
AFFO per share
YOY Growth/(Decline): concessions reflected on a cash basis:
1.00% to 1.50%
(0.25)% to 0.75%
YOY Growth/(Decline): concessions reflected on a straight-line basis:
(1.00)% to (0.50)%
Additional assumptions for the Company's fourth quarter and 2021 outlook can be found on Attachment 14 of the Company's related quarterly Supplemental Financial Information. A reconciliation of FFO per share, FFOA per share, and AFFO per share to GAAP Net Income per share can be found on Attachment 15(D) of the Company's related quarterly Supplemental Financial Information. Non-GAAP financial measures and other terms, as used in this earnings release, are defined and further explained on Attachments 15(A) through 15(D), "Definitions and Reconciliations," of the Company's related quarterly Supplemental Financial Information.
Recent Operating Trends
"We continue to realize sequential improvement in blended rate growth, collections, and our other income initiatives, while portfolio occupancy remains above 97 percent," said Mike Lacy, UDR's Senior Vice President of Operations. "Pricing power has remained unseasonably strong with our loss-to-lease staying in the low-teens, and we are effectively capturing higher-than-normal levels of demand throughout our portfolio due to market strength and a variety of Next Generation Operating Platform initiatives."
Summary of Second Quarter 2021, Third Quarter 2021, and October 2021 Residential Operating Trends(1)
As of and Through October 25, 2021
(Range)
Cash revenue collected (% of billed) during billing period
Cash revenue collected (% of billed) subsequent to billing period(1)
Cash revenue collected (% of billed) as of October 25, 2021(1)
Revenue reserved or written-off
0.7%(2)
Same-Store Metrics
Weighted Average Physical Occupancy
Effective Blended Lease Rate Growth(3)
Metrics shown here are as of October 25, 2021, and are for the Company's total residential portfolio, unless otherwise indicated. The summation of cash revenue collected during and subsequent to a billing period may not equate to the total cash revenue collected as of October 25, 2021 for that same billing period due to rounding. Cash revenue collected as a percentage of billed revenue for Q2 2020, Q3 2020, Q4 2020, and Q1 2021 continue to increase over time and are 98.3 percent, 98.0 percent, 97.9 percent, and 97.9 percent, respectively, as of October 25, 2021.
For Q3 2021, as a result of the reduction in its accounts receivable balance during the quarter, the Company reduced its reserves (reflected as an increase in revenues) by approximately 0.9 percent, or $3.0 million, including $0.1 million for the Company's share from unconsolidated joint ventures. This reduces the Company's total bad debt reserve to $15.1 million, including $1.0 million for the Company's share from unconsolidated joint ventures, which compares to a quarter-end accounts receivable balance of $23.3 million.
The Company defines Effective Blended Lease Rate Growth as the combined proportional growth as a result of (a) Effective New Lease Rate Growth and (b) Effective Renewal Lease Rate Growth. Management considers Effective Blended Lease Rate Growth a useful metric for investors as it assesses combined proportional market-level new and in-place demand trends. Please refer to the "Definitions and Reconciliations" section of the Company's related quarterly Supplemental Financial Information for additional details.
Third Quarter 2021 Operations
In the third quarter, total revenue increased by $19.7 million YOY, or 6.4 percent, to $329.8 million. This increase was primarily attributable to growth in revenue from Same-Store, acquired, and stabilized, non-mature communities. The third quarter annualized rate of turnover decreased by 1,120 basis points versus the prior year period to 53.8 percent.
Summary of Same-Store Results in Third Quarter 2021 versus Third Quarter 2020
Growth /
(Decline)
% of Same-Store
Portfolio(1)
Occupancy(2)
YOY Change in
(3.3)%
Total (Cash)
Total (Straight-Line)
Based on Q3 2021 Same-Store NOI. For definitions of terms, please refer to the "Definitions and Reconciliations" section of the Company's related quarterly Supplemental Financial Information.
Weighted average Same-Store physical occupancy for the quarter.
The table below includes sequential Same-Store results by region, with concessions accounted for on cash and straight-line bases.
Summary of Same-Store Results in Third Quarter 2021 versus Second Quarter 2021
Change in
Year-to-date ("YTD"), for the nine months ended September 30, 2021, total revenue increased by $3.8 million YOY, or 0.4 percent, to $942.6 million. This increase was primarily attributable to growth in revenue from acquired communities, partially offset by a decrease in revenue from Same-Store and non-residential properties. The YTD annualized rate of turnover decreased by 380 basis points versus the prior year period to 47.1 percent.
The table below includes YTD Same-Store results by region, with concessions accounted for on cash and straight-line bases, for the nine months ended September 30, 2021.
Summary of Same-Store Results YTD 2021 versus YTD 2020
YTD YOY Change
in Occupancy
Based on YTD 2021 Same-Store NOI. For definitions of terms, please refer to the "Definitions and Reconciliations" section of the Company's related quarterly Supplemental Financial Information.
Weighted average Same-Store physical occupancy for YTD 2021.
The table below summarizes the Company's transactional activity completed during the quarter.
Community / Property
Location (MSA)
Avg. Monthly
Revenue per
Occupied Home(1)
Canterbury Apartments
The Smith Valley Forge
1274 at Towson
322 on North Broad
Total / Weighted Avg.
Average Monthly Revenue per Occupied Home and Physical Occupancy are weighted averages for the quarter ended September 30, 2021.
Subsequent to quarter-end, the Company acquired two communities and sold one community, as summarized below.
Purchase /
(Sale) Price
Acquisitions Completed
Essex Luxe(2)
Arbors at Maitland Summit
Subtotal / Weighted Avg.
1818 Platinum Triangle
$(126.0)
Average Monthly Revenue per Occupied Home and Physical Occupancy are as of September 30, 2021.
In September 2018, UDR structured a $12.9 million preferred equity investment with a third-party developer to finance this 330-apartment home community that was completed in 2020. In connection with UDR's acquisition of the community, the joint venture construction loan and the unpaid accrued interest were paid in full. Approximately $47.9 million of the acquisition cost was financed by issuing approximately 0.9 million Operating Partnership Units priced at $53.00 per share to the seller.
Nearly all properties acquired during the quarter and subsequent to quarter-end are located proximate to wholly owned UDR communities, which the Company expects should drive additional operating efficiencies as its Next Generation Operating Platform is deployed.
Development and Redevelopment Activity
At the end of the third quarter, the Company's development pipeline totaled $501.5 million and was 66 percent funded. The Company's active pipeline includes five development communities, one each in Denver, CO; Dublin, CA; King of Prussia, PA; Addison, TX; and Washington, D.C., for a combined total of 1,417 homes.
At the end of the third quarter, the Company's redevelopment pipeline totaled $18.1 million and was 30 percent funded. The Company's active pipeline features the addition of 43 new apartment homes at two communities, one each in Newport Beach, CA, and San Francisco, CA.
Developer Capital Program ("DCP") Activity
At the end of the third quarter, the Company's preferred equity investments under its DCP platform, including accrued return, totaled $316.3 million with a weighted average return rate of 10.7 percent and weighted average estimated remaining term of 2.4 years.
Capital Markets and Balance Sheet Activity
During the quarter the Company entered into forward equity sale agreements under its at-the-market equity program for approximately 5.0 million shares of common stock at a weighted average initial forward price per share of $53.86. Subsequent to quarter-end, the Company entered into forward equity sale agreements under its at-the-market equity program for approximately 0.9 million shares of common stock at a weighted average initial forward price per share of $53.51. The initial forward price per share for all forward equity sale agreements mentioned above will be adjusted at settlement to reflect the then-current federal funds rate and the amount of dividends paid to holders of UDR common stock over the term of the forward equity sale agreements. No shares under these new forward equity sale agreements have been settled. The final dates by which shares sold under these forward equity sale agreements must be settled range between August 1, 2022 and September 14, 2022.
During the quarter, the Company settled approximately 11.4 million shares of common stock under its previously-announced forward equity sales agreements at a weighted average net price per share, after adjustments, of $43.82 for proceeds of $500.0 million.
As previously announced, during the quarter, the Company:
Issued $200.0 million of 10-year unsecured debt at an effective interest rate of 2.259 percent. The notes were priced at 106.388 percent of the principal amount and were a further issuance of the Company's $400.0 million senior unsecured notes due 2031.
Increased the maximum aggregate capacity on its senior unsecured revolving credit facility to $1.3 billion from $1.1 billion and extended the maturity date to January 31, 2026, with two six-month extension options. At the Company's current credit rating, the facility carries an interest rate equal to LIBOR plus a spread of 77.5 basis points, a 5 basis point improvement versus prior pricing.
Extended the maturity date of its $350.0 million senior unsecured term loan to January 31, 2027. At the Company's current credit rating, the term loan carries an interest rate equal to LIBOR plus a spread of 85 basis points, a 5 basis point improvement versus prior pricing.
Increased the maximum aggregate capacity under its commercial paper program to $700.0 million from $500.0 million. As of September 30, 2021, the program bears an interest rate of 0.22 percent, the equivalent of LIBOR plus a spread of 14 basis points.
Extended the maturity date of its $75.0 million working capital facility to January 12, 2024. At the Company's current credit rating, the facility carries an interest rate equal to LIBOR plus a spread of 77.5 basis points, a 5 basis point improvement versus prior pricing.
As of September 30, 2021, the Company had $1.0 billion of liquidity through a combination of cash and undrawn capacity on its credit facilities, plus estimated proceeds of approximately $593.0 million from the potential settlement of approximately 11.6 million shares subject to previously-announced forward equity sale agreements (subject to adjustment as described above), for a total of $1.6 billion in liquidity. Please see Attachment 14 of the Company's related quarterly Supplemental Financial Information for additional details on projected capital sources and uses.
The Company's total indebtedness as of September 30, 2021 was $5.5 billion with no remaining consolidated maturities until 2024, excluding principal amortization, amounts on the Company's commercial paper program and amounts on the Company's working capital credit facility. In the table below, the Company has presented select balance sheet metrics for the quarter ended September 30, 2021 and the comparable prior year period.
Balance Sheet Metric
Weighted Average Interest Rate
(0.26)%
Weighted Average Years to Maturity
Consolidated Fixed Charge Coverage Ratio
Consolidated Debt as a percentage of Total Assets
Consolidated Net-Debt-to-EBITDAre
As previously announced, during the quarter the Company appointed Kevin C. Nickelberry to its Board of Directors. Mr. Nickelberry currently serves as a Managing Director and Co-Head of Private Equity Co-Investments at GCM Grosvenor and has over 25 years of private equity origination, execution, and post-acquisition experience. Mr. Nickelberry is an independent director and serves on UDR's Audit and Governance Committees.
As previously announced, the Company's Board of Directors declared a regular quarterly dividend on its common stock for the third quarter of 2021 in the amount of $0.3625 per share. The dividend will be paid in cash on November 1, 2021 to UDR common shareholders of record as of October 11, 2021. The third quarter 2021 dividend will represent the 196th consecutive quarterly dividend paid by the Company on its common stock.
The Company offers Supplemental Financial Information that provides details on the financial position and operating results of the Company which is available on the Company's website at ir.udr.com.
Attachment 15(A)
UDR, Inc.
Definitions and Reconciliations
Acquired Communities: The Company defines Acquired Communities as those communities acquired by the Company, other than development and redevelopment activity, that did not achieve stabilization as of the most recent quarter.
Adjusted Funds from Operations ("AFFO") attributable to common stockholders and unitholders: The Company defines AFFO as FFO as Adjusted attributable to common stockholders and unitholders less recurring capital expenditures on consolidated communities that are necessary to help preserve the value of and maintain functionality at our communities.
Management considers AFFO a useful supplemental performance metric for investors as it is more indicative of the Company's operational performance than FFO or FFO as Adjusted. AFFO is not intended to represent cash flow or liquidity for the period, and is only intended to provide an additional measure of our operating performance. The Company believes that net income/(loss) attributable to common stockholders is the most directly comparable GAAP financial measure to AFFO. Management believes that AFFO is a widely recognized measure of the operations of REITs, and presenting AFFO enables investors to assess our performance in comparison to other REITs. However, other REITs may use different methodologies for calculating AFFO and, accordingly, our AFFO may not always be comparable to AFFO calculated by other REITs. AFFO should not be considered as an alternative to net income/(loss) (determined in accordance with GAAP) as an indication of financial performance, or as an alternative to cash flows from operating activities (determined in accordance with GAAP) as a measure of our liquidity, nor is it indicative of funds available to fund our cash needs, including our ability to make distributions. A reconciliation from net income/(loss) attributable to common stockholders to AFFO is provided on Attachment 2.
Consolidated Fixed Charge Coverage Ratio - adjusted for non-recurring items: The Company defines Consolidated Fixed Charge Coverage Ratio - adjusted for non-recurring items as Consolidated Interest Coverage Ratio - adjusted for non-recurring items divided by total consolidated interest, excluding the impact of costs associated with debt extinguishment, plus preferred dividends.
Management considers Consolidated Fixed Charge Coverage Ratio - adjusted for non-recurring items a useful metric for investors as it provides ratings agencies, investors and lending partners with a widely-used measure of the Company's ability to service its consolidated debt obligations as well as compare leverage against that of its peer REITs. A reconciliation of the components that comprise Consolidated Fixed Charge Coverage Ratio - adjusted for non-recurring items is provided on Attachment 4(C) of the Company's quarterly supplemental disclosure.
Consolidated Interest Coverage Ratio - adjusted for non-recurring items: The Company defines Consolidated Interest Coverage Ratio - adjusted for non-recurring items as Consolidated EBITDAre – adjusted for non-recurring items divided by total consolidated interest, excluding the impact of costs associated with debt extinguishment.
Management considers Consolidated Interest Coverage Ratio - adjusted for non-recurring items a useful metric for investors as it provides ratings agencies, investors and lending partners with a widely-used measure of the Company's ability to service its consolidated debt obligations as well as compare leverage against that of its peer REITs. A reconciliation of the components that comprise Consolidated Interest Coverage Ratio - adjusted for non-recurring items is provided on Attachment 4(C) of the Company's quarterly supplemental disclosure.
Consolidated Net Debt-to-EBITDAre - adjusted for non-recurring items: The Company defines Consolidated Net Debt-to-EBITDAre - adjusted for non-recurring items as total consolidated debt net of cash and cash equivalents divided by annualized Consolidated EBITDAre - adjusted for non-recurring items. Consolidated EBITDAre - adjusted for non-recurring items is defined as EBITDAre excluding the impact of income/(loss) from unconsolidated entities, adjustments to reflect the Company's share of EBITDAre of unconsolidated joint ventures and other non-recurring items including, but not limited to casualty-related charges/(recoveries), net of wholly owned communities.
Management considers Consolidated Net Debt-to-EBITDAre - adjusted for non-recurring items a useful metric for investors as it provides ratings agencies, investors and lending partners with a widely-used measure of the Company's ability to service its consolidated debt obligations as well as compare leverage against that of its peer REITs. A reconciliation between net income/(loss) and Consolidated EBITDAre - adjusted for non-recurring items is provided on Attachment 4(C) of the Company's quarterly supplemental disclosure.
Controllable Expenses: The Company refers to property operating and maintenance expenses as Controllable Expenses.
Controllable Operating Margin: The Company defines Controllable Operating Margin as (i) rental income less Controllable Expenses (ii) divided by rental income. Management considers Controllable Operating Margin a useful metric as it provides investors with an indicator of the Company's ability to limit the growth of expenses that are within the control of the Company.
Development Communities: The Company defines Development Communities as those communities recently developed or under development by the Company, that are currently majority owned by the Company and have not achieved stabilization as of the most recent quarter.
Earnings Before Interest, Taxes, Depreciation and Amortization for Real Estate (EBITDAre): The Company defines EBITDAre as net income/(loss) (computed in accordance GAAP), plus interest expense, including costs associated with debt extinguishment, plus real estate depreciation and amortization, plus other depreciation and amortization, plus (minus) income tax provision/(benefit), net, (minus) plus net gain/(loss) on the sale of depreciable real estate owned, plus impairment write-downs of depreciable real estate, plus the adjustments to reflect the Company's share of EBITDAre of unconsolidated joint ventures. The Company computes EBITDAre in accordance with standards established by the National Association of Real Estate Investment Trusts, or Nareit, which may not be comparable to EBITDAre reported by other REITs that do not compute EBITDAre in accordance with the Nareit definition, or that interpret the Nareit definition differently than the Company does. The White Paper on EBITDAre was approved by the Board of Governors of Nareit in September 2017.
Management considers EBITDAre a useful metric for investors as it provides an additional indicator of the Company's ability to incur and service debt, and enables investors to assess our performance against that of its peer REITs. EBITDAre should be considered along with, but not as an alternative to, net income and cash flow as a measure of the Company's activities in accordance with GAAP. EBITDAre does not represent cash generated from operating activities in accordance with GAAP and is not necessarily indicative of funds available to fund our cash needs. A reconciliation between net income/(loss) and EBITDAre is provided on Attachment 4(C) of the Company's quarterly supplemental disclosure.
Effective Blended Lease Rate Growth: The Company defines Effective Blended Lease Rate Growth as the combined proportional growth as a result of Effective New Lease Rate Growth and Effective Renewal Lease Rate Growth. Management considers Effective Blended Lease Rate Growth a useful metric for investors as it assesses combined proportional market-level, new and in-place demand trends.
Effective New Lease Rate Growth: The Company defines Effective New Lease Rate Growth as the increase in gross potential rent realized less concessions for the new lease term (current effective rent) versus prior resident effective rent for the prior lease term on new leases commenced during the current quarter.
Management considers Effective New Lease Rate Growth a useful metric for investors as it assesses market-level new demand trends.
Effective Renewal Lease Rate Growth: The Company defines Effective Renewal Lease Rate Growth as the increase in gross potential rent realized less concessions for the new lease term (current effective rent) versus prior effective rent for the prior lease term on renewed leases commenced during the current quarter.
Management considers Effective Renewal Lease Rate Growth a useful metric for investors as it assesses market-level, in-place demand trends.
Estimated Quarter of Completion: The Company defines Estimated Quarter of Completion of a development or redevelopment project as the date on which construction is expected to be completed, but it does not represent the date of stabilization.
Attachment 15(B)
Funds from Operations as Adjusted ("FFO as Adjusted") attributable to common stockholders and unitholders: The Company defines FFO as Adjusted attributable to common stockholders and unitholders as FFO excluding the impact of other non-comparable items including, but not limited to, acquisition-related costs, prepayment costs/benefits associated with early debt retirement, impairment write-downs or gains and losses on sales of real estate or other assets incidental to the main business of the Company and income taxes directly associated with those gains and losses, casualty-related expenses and recoveries, severance costs and legal and other costs.
Management believes that FFO as Adjusted is useful supplemental information regarding our operating performance as it provides a consistent comparison of our operating performance across time periods and allows investors to more easily compare our operating results with other REITs. FFO as Adjusted is not intended to represent cash flow or liquidity for the period, and is only intended to provide an additional measure of our operating performance. The Company believes that net income/(loss) attributable to common stockholders is the most directly comparable GAAP financial measure to FFO as Adjusted. However, other REITs may use different methodologies for calculating FFO as Adjusted or similar FFO measures and, accordingly, our FFO as Adjusted may not always be comparable to FFO as Adjusted or similar FFO measures calculated by other REITs. FFO as Adjusted should not be considered as an alternative to net income (determined in accordance with GAAP) as an indication of financial performance, or as an alternative to cash flows from operating activities (determined in accordance with GAAP) as a measure of our liquidity. A reconciliation from net income attributable to common stockholders to FFO as Adjusted is provided on Attachment 2.
Funds from Operations ("FFO") attributable to common stockholders and unitholders: The Company defines FFO attributable to common stockholders and unitholders as net income/(loss) attributable to common stockholders (computed in accordance with GAAP), excluding impairment write-downs of depreciable real estate related to the main business of the Company or of investments in non-consolidated investees that are directly attributable to decreases in the fair value of depreciable real estate held by the investee, gains and losses from sales of depreciable real estate related to the main business of the Company and income taxes directly associated with those gains and losses, plus real estate depreciation and amortization, and after adjustments for noncontrolling interests, and the Company's share of unconsolidated partnerships and joint ventures. This definition conforms with the National Association of Real Estate Investment Trust's definition issued in April 2002 and restated in November 2018. In the computation of diluted FFO, if OP Units, DownREIT Units, unvested restricted stock, unvested LTIP Units, stock options, and the shares of Series E Cumulative Convertible Preferred Stock are dilutive, they are included in the diluted share count.
Management considers FFO a useful metric for investors as the Company uses FFO in evaluating property acquisitions and its operating performance and believes that FFO should be considered along with, but not as an alternative to, net income and cash flow as a measure of the Company's activities in accordance with GAAP. FFO does not represent cash generated from operating activities in accordance with GAAP and is not necessarily indicative of funds available to fund our cash needs. A reconciliation from net income/(loss) attributable to common stockholders to FFO is provided on Attachment 2.
Held For Disposition Communities: The Company defines Held for Disposition Communities as those communities that were held for sale as of the end of the most recent quarter.
Joint Venture Reconciliation at UDR's weighted average ownership interest:
In thousands
Income/(loss) from unconsolidated entities
Financing fee
Debt extinguishment and other associated costs
Developer Capital Program (excludes Alameda Point Block 11, Brio and Infield Phase II)
Other (income)/expense
Realized/unrealized (gain)/loss on unconsolidated real estate technology investments
(Gain)/loss on sales
Total Joint Venture NOI at UDR's Ownership Interest
Far East Orchard to report net profit in FY2021, reversing from net loss in FY2020
The group's results for the FY2021 will be released on or around Feb 24.
How another Marcos could win power in the Philippines
Scion Ferdinand "Bongbong" Marcos Jr. has been the front-runner to succeed another strongman, Rodrigo Duterte, as president in this year's May 9 election. Yet the Marcos candidacy has also reopened some old wounds.


Our 10 Postcode District Maps cover the United Kingdom at a national or regional level and show the boundaries and codes for the first half of the Postcode. For example boundaries and labels for NW1 or B2 Postcode Districts.
Regional maps showing more towns, roads and villages for more detailed planning as shown below.
A Greater London Postcode District map.
If you have a specific requirement or you are not sure how to get started, just let us know and we'll be happy to help.


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text:
Tag Archives: Joplin High school
Governor Jay Nixon (D) in Joplin – May 21, 2012 – commencement speech
commencemnt, Jay Nixon, Joplin, Joplin High school, missouri
Yesterday Governor Jay Nixon (D) delivered an address to the 2012 graduates of Joplin High School at their commencement held on the campus of Missouri Southern State University in Joplin.
….[applause, cheers] Governor Jay Nixon (D): Thank you and good evening. Over the past year the Joplin Schools have faced and overcome mandy, many daunting challenges. That was possible because of the vision, leadership and dedication of your superintendent. With unwavering courage and unshakable resolve, C.J. Huff has led the Joplin Schools forward. [cheers, applause] He has been an inspiration to us all. I'm proud to have worked closely in partnership with him, I'm even more proud to call him my friend. Mr. President, ladies and gentlemen, please join me in thanking one of Missouri's, one of America's, finest leaders and educators, C.J. Huff. [applause, cheers]…
…Exactly one year ago to the day I stood on this same stage to address the college graduates of Missouri Southern State University. It was a time of optimism, a time to mark a major milestone, atime to look ahead toward the bright horizon, and with full hearts and soaring hopes. The next day changed everything. The next day changed us all. But what a difference a year makes.
And tonight, we gather together, as we have so many times in the past year, to celebrate another Joplin milestone. Joplin High School, class of two thousand and twelve, congratulations. We are so proud of you. [applause, cheers] All that you have achieved reflects your strength of character, hard work, and high aspirations. It also reflects the character of this community. This is a community of optimists, this is a community of believers, this is a community of fighters. This is a community that never gave up, never gave in, and with hope in its heart and steel in its spine has come back stronger and better than ever. [cheer, applause] From day one your faith and your fight have shown the world that the spirit of Joplin is unbreakable.
Joplin lost many things in the storm but never lost its heart or soul. Because the schools are the heart and soul of Joplin, as they are across our great state and great nation. Our schools are a unifying force, a source of identity and pride. They are citadels of shared values, cherished hopes, and common dreams. Public education is a bond not only between students and teachers, it is a bond between generations, between a community's leaders and to children who will one day carry on their unfinished work. Joplin schools became the rallying point for this community.
With classes set to resume on August seventeenth there wasn't much time, but with each passing day, as the storms of spring gave way to the heat of summer Joplin's army gained ground. And Joplin became a rallying point for a much larger community, a community of people so inspired by your remarkable story that they needed to be part of it. They came by the thousands, from all faiths and all walks of life, from Alaska to Florida, from Sweden to Japan.
Brick by brick and board by board Joplin rose from the rubble. In Joplin the sun rises every morning on a different place and sets every evening on a better place. And so, just eighty-seven days after the most devastating tornado in our history Joplin schools opened, just as Dr. Huff promised on August seventeenth. [applause]
That is the spirit of Joplin and each one of you is part of it. This class, this school, and this community will forever stand as a symbol of the best in our nation and the best in us. Tonight we look towards the bright horizon stretched before the class of two thousand and twelve. With full hearts and soaring hopes we celebrate the parents and grandparents, the aunts and uncles, the brothers and sisters, the friends and neighbors who have loved and supported the class of two thousand and twelve since they were in kindergarten. The faith and values you have instilled in these young adults are the bedrock they will build their lives on. That foundation cannot be moved.
We celebrate the faculty, staff and administration of Joplin High School. In a year like no other you put your personal needs aside and always put your students first. For your abiding compassion and devotion, we will be forever in your debt. We celebrate each and every member of the Joplin community who gave so selflessly, worked so tirelessly to ensure a bright future for your children. And you know, they will carry on your unfinished work. Most of all we celebrate you, the Joplin High School Class of two thousand and twelve. The world will never forget what you achieved here. You have been tried and tested, and are stronger for it, smarter, too. You are now ready to take all that you've learned at Joplin High, and use it to pursue your dreams, to become a doctor or a dancer, a soldier or a scientist, an engineer or an entrepreneur. You have learned, perhaps too soon, that life is a fragile thread that binds us all together. Never take a single moment for granted.
You know because you lived it, that from great adversity great blessings flow. And with teamwork, tenacity, and the grace of God all things are possible. Class of two thousand and twelve…[applause][cheers]
President Obama in Joplin – May 21, 2012 – commencement speech (May 22, 2012)
Joplin One Year Later (May 22, 2012)
President Obama in Joplin – May 21, 2012 – commencement speech
commencement, Joplin, Joplin High school, missouri, Obama
Yesterday President Obama delivered an address to the 2012 graduates of Joplin High School at their commencement held on the campus of Missouri Southern State University in Joplin.
….[applause, cheers] President Obama (D): Thank you. [applause] Thank you very much. Thank you. Thank you everybody, please have a seat. A few people I want to acknowledge, first of all, you have an outstanding governor in Jay Nixon [applause], and we are proud of all the work that he's done. I want to acknowledge Senator Claire McCaskill who is here. [applause] Representative Billy Long. [applause] Your mayor, Melodee Colbert Kean. [applause, cheers] Somebody who doesn't get a lot of attention but does amazing work all across the country, including here in Joplin, the head of FEMA, the administrator, Craig Fugate, who spent an awful lot of time here helping to rebuild. [applause] Superintendent Huff. [applause, cheers] Principal Sachetta. [applause] To the faculty, the parents, the family, friends, the people of Joplin, and most of all the class of two thousand and twelve. [applause, cheers] Congratulations on your graduation and thank you for allowing me the honor of playing a small part in this special day…
…Now, the job of a commencement speaker primarily is to keep it short. [laughter] Chloe, they've given me more than two minutes. [laughter] But the other job is to inspire. But as I look out at this class and across this city what's clear is that you're the source of inspiration today, to me, to this state, to this country, and to people all over the world. Last year, the road that led you here took a turn that no one could've imagined. Just hours after the class of two thousand eleven walked across this stage the most powerful tornado in six decades tore a path of devastation through Joplin that was nearly a mile wide and thirteen long. In just thirty-two minutes it took thousands of homes and hundreds of businesses and a hundred and sixty-one of your neighbors, friends and family. It took a classmate Will Norton who had just left this auditorium with a diploma in his hand. It took Lantz Hare who should've received his diploma next year.
By now I expect that most of you have probably relived those thirty-two minutes again and again. Where you were, what you saw, when you knew for sure that it was over. The first contact, the first phone call you had with somebody you loved, the first day that you woke up in a world that would never be the same. And yet, the story of Joplin isn't just what happened that day. It's the story of what happened the next day, and the day after that, and all the days and weeks and months that followed. As your city manager, Mark Rohr, has said, the people here chose to define the tragedy not by what happened to us, but by how we responded.
Class of two thousand twelve that story is yours. It's part of you now. As others have mentioned you've had to grow up quickly over the last year. You've learned at a younger age than most of us that we can't always predict what life has in store. No matter how we might try to avoid it life surely can bring some heartache, and life involves struggles. And at some point life will bring loss.
But here in Joplin you've also learned that we have the power to grow from these experiences. We can define our lives not by what happens to us, but by how we respond. We can choose to carry on. We can choose to make a difference in the world. And in doing so, we can make true what's written in scripture that tribulation produces perseverance, and perseverance and character, and character, hope. Of all that's come from this tragedy let this be the central lesson that guides us, let it be the lesson that sustains you through whatever challenges lie ahead. As you begin the next stage in your journey, wherever you're going, whatever you're doing, it's safe to say you will encounter greed and selfishness, and ignorance and cruelty, and sometimes just bad luck. You'll meet people who try to build themselves up by tearing others down. You'll meet people who believe that looking after others is only for suckers. But you're from Joplin so you will remember, you will know just how many people there are who see life differently, those who are guided by kindness and generosity and quiet service. You'll remember that in a town of fifty thousand people, nearly fifty thousand more came in to help the weeks after the tornado, perfect strangers who've never met you and didn't ask for anything in return.
One of them was Mark Carr, who drove six hundred miles from Rocky Ford, Colorado with a couple of chainsaws and his three little children. One man traveled all the way from Japan and he, because he remembered that Americans were there for his country after last year's tsunami and he wanted the chance, he said, t, to pay it forward. There were AmeriCorps volunteers who have chosen to leave their homes and stay here in Joplin till the work is done. And then there was the day Mizzou's football team rolled into town with an eighteen wheeler full of donated supplies, and of all the places, they were assigned to help out on Kansas Avenue. [laughter, applause] I don't, I, I don't know who set that up. [laughter] And while they hauled away washing machines and refrigerators from the debris they met a woman named Carol Mann who had just lost the house she lived in for eighteen years. And Carol didn't have a lot. She works part time at McDonald's, she struggles with seizures, and she told the players that she had even lost the change purse that held her lunch money. So one of them, one of the players, went back to the house, dug through the rubble, and returned with the purse with five dollars inside. And Carol's sister said, so much of the news that you hear is so negative, but these boys renewed my faith that there are so many good people in the world.
That's what you'll remember because you're from Joplin. You will remember the half million dollar donation that came from Angelina Jolie and some up and coming, uh, actor named Brad Pitt. [laughter] But you'll also remember the three hundred and sixty dollars that was delivered by a nine year old boy who organized his own car wash. You'll remember the school supplies donated by your neighboring towns, but maybe you'll also remember the brand new laptops that were sent from the United Arab Emirates, a tiny country on the other side of the world. When it came time for your prom makeup artist Melissa Blayton organized an effort that collected over a thouand donated prom dresses, FedEx kicked in for the corsages, and Joplin's own Liz Easton, who had lost her home and her bakery in the tornado, made a hundred, uh, fifteen hundred cupcakes for the occasion. That, they were good cupcakes. [laughter]
There are so many good people in the world there's such a decency, a bigness of spirit, in this country of ours. And so, class of two thousand twelve, you've got to remember that. Remember what people did here. And like that man who came all the way from Japan to Joplin make sure in your own life that you pay it forward. Now, just as you've learned the goodness of people, you've also learned the power of community. And you've heard from some of the other speakers how powerful that is. And as you take on the roles of coworker and business owner, neighbor, citizen, you'll encounter all kinds of divisions between groups, divisions of race and religion, ideology. You'll meet people who like to disagree just for the sake of being disagreeable. [laughter, scattered applause] You'll meet people who prefer to play up their differences instead of focusing on what they have in common, where they can cooperate. But you're from Joplin. So you'll always know that it's always possible for a community to come together when it matters most. After all a lot of you could've spent your senior year scattered throughout different schools, far from home. But Dr. Huff asked everybody to pitch in so that school started on time right here in Joplin. He understood the power
of this community, and he understood the power of place. So these teachers worked extra hours, coaches put in extra time, that mall was turned into a classroom, the food court became a cafeteria, which maybe some of you thought was an improvement. [laughter] And yeah, the arrangements might have been a little noisy and a little improvised, but you hunkered down and you made it work together. You made it work together.
That's the power of community. Together, you decided that this city wasn't about to spend the next year arguing over every detail of the recovery effort. At the very first meeting, the first town meeting, every citizen was handed a post it note and asked to write down their goals and their hopes for Joplin's future. And more than a thousand notes covered an entire wall and became the blueprint that architects are following to this day. I'm thinking about trying this with Congress [laughter], give them some post it notes. [laughter, applause, cheers] Together the businesses that were destroyed in the tornado decided that they weren't about to walk away from the community that made their success possible, even if it would've been easier, even if it would've been more profitable to go someplace else. And so today more than half the stores that were damaged on the Range Line are up and running again. Eleven more are planning to join them. And every time a company reopens its doors people cheer the cutting of a ribbon that bears the town's new slogan, remember, rejoice, and rebuild. That's community.
I've been told, class of two thousand twelve, that before the tornado many of you couldn't wait to leave here once high school was finally over. So Student Council President, uh, Julia Lewis, where's Julia? She's out here somewhere. [laughter] She, she's too embarrassed to raise her hand. [applause] I'm quoting you, Julia. She said, we never thought Joplin was anything special. Now that's typical with teenagers, they don't think their parents are all that special either [laughter], but seeing how we responded to something that tore our community apart has brought us together. Everyone has a lot more pride in our town. So it's no surprise then that many of you have decided to stick around and go to Missouri Southern or go to colleges, community colleges that aren't too far away from home. That's the power of community, that's the power of shared effort and shared memory. Some of life's strongest bonds are the ones we forge when everything around us seems broken. And even though I expect that some of you will ultimately end up leaving Joplin I'm pretty confident that Joplin will never leave you. The people who went through this with you, the people who you once thought of as simply neighbors or acquaintances, classmates, the people in this auditorium tonight, you're family now. They're your family.
And so my deepest hope for all of you is that as you begin this new chapter in your life you'll bring that spirit of Joplin to every place you travel, to everything you do. You can serve as a reminder that we're not meant to walk this road alone, we're not expected to face down adversity by ourselves. We need God, we need each other, we are important to each other and we're stronger together than we are on our own. And that's the spirit that has allowed all of you to rebuild this city, and that's the same spirit we need right now to help rebuild America. And you, class of two thousand twelve, you're gonna help lead this effort. You're the ones who will help build an economy where every child can count on a good education. [applause, cheers] You're the one that's going to make sure this country is a place where everybody who is willing to put in the effort can find a job that supports a family. [cheer, applause] You're the ones that will make sure we're a country that controls our own energy future [applause], where we lead the world in science and technology and innovation. [scattered applause] America only succeeds when we all pitch in and pull together [voice: inaudible], and I'm counting on you to be leaders in that effort because you're from Joplin and you've already defied the odds.
There are a lot of stories here in Joplin of unthinkable courage and resilience over the last year, but still there are some that stand out, especially on this day. And by now most of you know Joplin High's senior, uh, Quinton Anderson, I, you know, he, look, he's already looking embarrassed. [laughter] Somebody's talking about him again. But Quinton, I'm gonna talk about you anyway, because in a lot of ways Quinton's journey has been Joplin's journey. When the tornado struck Quinton was thrown across the street from his house. The young man who found Quinton couldn't imagine that Quinton would survive his injuries. Quinton woke up in a hospital bed three days later and it was then that his sister Grace told him that both their parents had been lost in the storm. So Quinton went on to face over five weeks of treatment including emergency surgery. But he left that hospital determined to carry on, to live his life, and to be there for his sister. Over the past year he's been a football captain who cheered from the sidelines when he couldn't play. He worked that much harder so he could be ready for baseball in the spring. He won a national scholarship as a finalist for the High School Football Rudy Awards. [applause] He plans to study molecular biology at Harding University this fall. [applause, cheers] Quinton has said that his motto in life is always take that extra step. And today after a long and improbable journey for Quinton, and for Joplin and for the entire class of two thousand twelve, that extra step is about to take you towards whatever future you hope for and whatever dreams you hold in your hearts.
Yes, you will encounter obstacles along the way. I guarantee you will face setbacks and you will face disappointments. But you're from Joplin and you're from America. And no matter how tough times get you'll always be tougher. And no matter what life throws at you, you will be ready. You will not be defined by the difficulties you face, but by how you respond, with grace and strength and a commitment to others.
Langston Hughes, poet, civil rights activist who knew some tough times, he was born here in Joplin. In a poem called Youth, he wrote: We have tomorrow, bright before us, like a flame. Yesterday, a night gone thing, a sun down name. And dawn 'til day, broad arc above the road we came, we march.
To the people of Joplin and the class of two thousand twelve the road has been hard and the day has been long. But we have tomorrow, so we march. We march together and you're leading the way because you're from Joplin. Congratulations. May God bless you. [applause, cheers] May God bless the class of two thousand twelve. May God bless the United States of America. [applause, cheers]


Oriental Lilies have very fragrant blooms that are larger in diameter and 6" to 8" across when fully bloomed.
Average stem length is 18 to 28 inches.
Expected vase life is an average minimum of 8 days. Life expectancy will depend on the temperature. Cooler temperatures will result in a longer vase life.


DST is not handled correctly.  Specifically, when the input date/time, ignoring the TZ offset (and treated as if it is local time) is on the other side of the DST changeover from the actual local time represented, the result will be off by one hour.  This can happen, e.g., when the input date/time is actually UTC (offset +0000).
This is because the check for DST is done after converting the time into a local time tuple, thereby treating as real local time.  This can be corrected by keeping the time in real UTC (by using calendar.timegm() instead of checking the DST flag) until the final conversion to local time.
Note that a variant of this issue (but identifying it as a different problem) was addressed in a similar way in an old post I found by Colin Brown in 2004 (http://www.velocityreviews.com/forums/t336162-imaplib-function-bug.html).
Patch also adds unit test to check the above example dates.  Python 3 version of patch assumes patch from issue 10939 has been applied.
Patch also corrects code python doc that currently states time is UT, not local (see issue 10934).


The Tour Edge Exotics EX10 adjustable driver is available in 10 and 12 degree adjustable heads and features a new hosel system that doubles the adjustability options, allowing players to raise or lower the loft as +/- 2 degrees. The 460cc head features new 8-1-1 Titanium chassis with a new TSP 910 Beta Ti face plate to increase the sweet spot. The new head profile and additional speed channels reduce aerodynamic drag for faster club speeds and maximum distance off the tee. The increased heel weight and the aerodynamic design help to provide faster speed, higher MOI, less spin and more distance.The driver includes a 10-gram adjustable sole screw housed in a 9-gram weight pad for deep sole weighting.


text:
Jazzy Jeff & Fresh Prince
10 best selling rap albums of all-time
By Jin,
May 17, 2008 in Jazzy Jeff & Fresh Prince
10. Lauryn Hill: The Miseducation of Lauryn Hill
9. Will Smith: Big Willie Style
8. 2Pac: Greatest Hits
7. 2Pac: All Eyez on Me
6. Beastie Boys: Licensed to Ill
5. Eminem: The Eminem Show
4. Eminem: The Marshall Mathers LP
3. The Notorious B.I.G.: Life After Death
2. MC Hammer: Please Hammer Don't Hurt 'Em
1. Outkast: Speakerboxxx/The Love Below
http://www.shoutmouth.com/index.php/news/T...ums_of_all_time
Jazzy Julie
Location:Liverpool, UK
excellent, i own 5 of those.
KevTastic
Location:Kettering, UK
Interests:Filmmaking, Music Vids, Movies, HipHop, Rock, Hanging with buddies, DJ-ing, Football (Soccer), Pro Wrestling, VideoGames
I own 6. It would make sense a lot of us owning these. Hence them being so dam popular, hehe
VIsqo
Location:Springfield, MO.
Interests:Sports, music, food, Medicine, cars, girls, writting, movies, JJFP.
I diodnt know big willie was still in that list!
Well other than Eminem and Outkast there isn't anything in the last 9 years that has an effect on that list. Just shows Raps strength in the 90s compared to todays sales
JRoll
I own 2 of those. BWS and Kast
I got 7 out of those!
bigted
Location:Seaside Heights, New Jersey
Interests:Playing and Watching Basketball(favorite team: Chicago Bulls fan 4 life favorite players: Michael Jordan and Scottie Pippen forever),listening to hip-hop(preferably JJFP, KRS-ONE, Public Enemy, 2Pac, Run-Dmc, Nas, Rakim,Talib Kweli, The Roots, LL Cool J, Slick Rick, and any other mc that reps the art and not the charts)), regaee, and r&b, computers, video games, freestyling and writing rhymes, representing hip-hop to the fullest!
I own 8 of those
I have all of them but one. I think 6 of them belong up there. The OutKast and 2Pac albums were probably 2 discs per sale. That's at least how they did it back in the 90's. Say it says 2Pac sold 5 million copies, he would have actually sold 2.5 million becuz they count every double album sold as 2.
i didnt know that..
I'm not saying that this is definetly how this paticular list is. I just know that that's what the case is most of the time when they talk about how many albums have been sold when it comes 2 double albums. If that is the case, Big Willie Style is actually number 5.
mine..
Yeah since it's the mp3 era I think Big Willie Style'll be one of the top selling albums for a long time
Location:spain
Interests:music, movies, have fun, be happy.....<br />***peace****
I didn't know BWS was on that list
I own 3 of those cd's. :gettinjiggywitit:
Location:South Wales
For a second there i thought that Big Willie Style was number 2. I got really excited untill i looked at the numbers lol. But number 9 is still awesome though