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Livongo Reports Third Quarter 2020 Financial Results
October 28, 2020 at 4:05 PM EDT
Third quarter total revenue of $106.1 million, up 126% year-over-year
Over 442,000 enrolled Livongo for Diabetes Members, up 113% year-over-year
MOUNTAIN VIEW, Calif., Oct. 28, 2020 (GLOBE NEWSWIRE) -- Livongo Health, Inc. (NASDAQ: LVGO), the leading Applied Health Signals company empowering people with chronic conditions to live better and healthier lives, today announced financial results for its third quarter ended September 30, 2020.
"Livongo delivered another quarter of greater than 100% revenue growth, driven by stronger than expected enrollment during the third quarter. Our whole person approach to care, which includes multiple product offerings, and our proven track record of driving positive clinical and financial outcomes continues to resonate with our Clients and their Members. We generated new record-high EVA (Estimated Value of Agreements) of $146 million in the third quarter, which we believe demonstrates the continued strong momentum in our business," said Zane Burke, Chief Executive Officer of Livongo. "The proven strength and breadth of Livongo's solutions were once again validated by our new business wins during the third quarter, including our partnership with Fresenius Medical Care North America for chronic kidney disease, our partnership with Magellan Health for behavioral health, and continued competitive displacements with large employers for our diabetes prevention program."
"We remain very confident in Livongo's continued growth, and we believe that joining with Teladoc Health (NYSE: TDOC) will build on Livongo's success and dramatically accelerate our mission of empowering people with chronic conditions to live better and healthier lives," said Glen Tullman, Founder and Executive Chairman of Livongo. "Many of our Members and Clients have expressed excitement for our pending combination with Teladoc Health because it offers them, for the first time, a truly comprehensive consumer centered virtual care solution."
Third Quarter Fiscal 2020 Financial Highlights:
Revenue: Total revenue for the quarter was $106.1 million, up 126% year-over-year, driven by the continued adoption of our Applied Health Signals platform.
Gross Margin: GAAP gross margin of 75.6% and non-GAAP gross margin of 76.3%.
Net Loss and Non-GAAP Net Income: GAAP net loss of $25.5 million, and GAAP net loss per share attributable to common stockholders of ($0.26) on a diluted basis; and non-GAAP net income of $19.2 million, and non-GAAP net income per share attributable to common stockholders of $0.16 on a diluted basis.
Adjusted EBITDA: $20.7 million in the third quarter of 2020.
Livongo for Diabetes Members: Over 442,000 as of September 30, 2020, up 113% year-over-year.
Livongo Clients: 1,402 Clients as of September 30, 2020, up 71% year-over-year.
Estimated Value of Agreements (EVA): $145.9 million up from $85.5 million in the third quarter of 2019, representing 71% growth year-over-year. EVA consists of the estimated value of agreements signed in the quarter with new Clients or expansions entered into with existing Clients.
"We believe the future of health is about keeping people healthy at home and being able to do so at scale," said Livongo President Dr. Jennifer Schneider, M.D., M.S. "This includes meeting individuals where they are in their health journey in order to understand their status, determining their care needs, and recommending a next-best action. We call this consumer centered virtual care, which is enabled by connected devices and powered by data science. By combining Livongo's advanced offerings and underlying data science platform with Teladoc's telehealth, we can offer advantages that align with the move towards consumer centered virtual care."
"Livongo delivered another strong performance in the third quarter, with Revenue, Member growth, and EVA all coming in better than expected," said Lee Shapiro, Livongo Chief Financial Officer. "Revenue for the third quarter was driven by higher than expected enrollment, enabled by the investments we have made in our data science capabilities."
Additional information on Livongo's reported results is included in the financial tables below.
Given the pending transaction with Teladoc Health, Livongo is not hosting a conference call in conjunction with its third quarter 2020 earnings release.
Non-GAAP Financial Measures and Key Metrics
Reconciliations of non-GAAP financial measures to the most directly comparable financial results as determined in accordance with GAAP are included at the end of this press release following the accompanying financial data. We believe that these non-GAAP financial measures, when taken together with the corresponding GAAP financial measures, provide meaningful supplemental information regarding our performance by excluding certain items that may not be indicative of our business, results of operations, or outlook. However, non-GAAP financial information is presented for supplemental informational purposes only, has limitations as an analytical tool and should not be considered in isolation or as a substitute for financial information presented in accordance with GAAP. In addition, other companies, including companies in our industry, may calculate similarly-titled non-GAAP measures differently or may use other measures to evaluate their performance, all of which could reduce the usefulness of our non-GAAP financial measures as tools for comparison. We compensate for these limitations by analyzing current and future results on a GAAP basis as well as a non-GAAP basis and by providing specific information regarding the GAAP items excluded from these non-GAAP financial measures.
For a description of these non-GAAP financial measures, including the reasons management uses each measure, please see the section of the tables titled "About Non-GAAP Financial Measures."
In addition, we calculate and present certain key business metrics that we believe are useful in evaluating our business. For a description of these key metrics, including the reasons management uses each measure, please see the section of the tables titled "Key Metrics."
About Livongo
Livongo empowers people with chronic conditions to live better and healthier lives, beginning with diabetes and now including hypertension, weight management, diabetes prevention, and behavioral health. Livongo pioneered the category of Applied Health Signals to offer Members clinically-based insights that focus on the whole person and make it easier to stay healthy. Using its AI+AI engine, Livongo's team of data scientists aggregate and interpret substantial amounts of health data and information to create actionable, personalized and timely health signals delivered to Livongo Members exactly when and where they need them. The Livongo approach delivers better clinical and financial outcomes while creating a different and better experience for people with chronic conditions. For more information, visit: www.livongo.com or engage with Livongo on LinkedIn or Twitter.
This communication contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These forward-looking statements generally include statements regarding the potential transaction between Teladoc Health, Inc. ("Teladoc") and Livongo Health, Inc. ("Livongo"), including any statements regarding the expected timetable for completing the potential transaction, the ability to complete the potential transaction, the expected benefits of the potential transaction (including anticipated synergies, projected financial information and future opportunities) and any other statements regarding Teladoc's and Livongo's future expectations, beliefs, plans, objectives, results of operations, financial condition and cash flows, or future events or performance. These statements are often, but not always, made through the use of words or phrases such as "anticipate," "intend," "plan," "believe," "project," "estimate," "expect," "may," "should," "will" and similar expressions. All such forward-looking statements are based on current expectations of Teladoc's and Livongo's management and therefore involve estimates and assumptions that are subject to risks, uncertainties and other factors that could cause actual results to differ materially from the results expressed in the statements. Key factors that could cause actual results to differ materially from those projected in the forward-looking statements include the ability to obtain the requisite Teladoc and Livongo stockholder approvals; uncertainties as to the timing to consummate the potential transaction; the risk that a condition to closing the potential transaction may not be satisfied; the risk that the anticipated U.S. federal income tax treatment of the transaction is not obtained; litigation relating to the potential transaction that have been or could be instituted against Teladoc, Livongo or their respective directors; the effects of disruption to Teladoc's or Livongo's respective businesses; restrictions during the pendency of the potential transaction that may impact Teladoc's or Livongo's ability to pursue certain business opportunities or strategic transactions; the effect of this communication on Teladoc's or Livongo's stock prices; transaction costs; Teladoc's ability to achieve the benefits from the proposed transaction; Teladoc's ability to effectively integrate acquired operations into its own operations; the ability of Teladoc or Livongo to retain and hire key personnel; unknown liabilities; and the diversion of management time on transaction-related issues. Other important factors that could cause actual results to differ materially from those in the forward-looking statements include the effects of industry, market, economic, political or regulatory conditions outside of Teladoc's or Livongo's control (including public health crises, such as pandemics and epidemics); changes in laws and regulations applicable to Teladoc's business model; changes in market conditions and receptivity to Teladoc's services and offerings; results of litigation; the loss of one or more key clients of Teladoc (including potential adverse reactions or changes to business relationships resulting from the announcement or completion of the potential transaction); changes to Teladoc's abilities to recruit and retain qualified providers into its network; the impact of the COVID-19 pandemic on the parties' business and general economic conditions; risks regarding Livongo's ability to retain clients and sell additional solutions to new and existing clients; Livongo's ability to attract and enroll new members; the growth and success of Livongo's partners and reseller relationships; Livongo's ability to estimate the size of its target market; uncertainty in the healthcare regulatory environment; and the factors set forth under the heading "Risk Factors" of Teladoc's Annual Report and Livongo's Annual Report, in each case on Form 10-K, and in subsequent filings with the U.S. Securities and Exchange Commission (the "SEC"). These risks, as well as other risks associated with the potential transaction, are more fully discussed in the joint proxy statement/prospectus filed with the SEC in connection with the proposed transaction. Other unpredictable or unknown factors not discussed in this communication could also have material adverse effects on forward-looking statements. Neither Teladoc nor Livongo assumes any obligation to update any forward-looking statements, except as required by law. Readers are cautioned not to place undue reliance on these forward-looking statements that speak only as of the date hereof.
This communication does not constitute an offer to sell or the solicitation of an offer to buy any securities or a solicitation of any vote or approval, nor shall there be any sale of securities in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction. No offer of securities shall be made except by means of a prospectus meeting the requirements of Section 10 of the Securities Act of 1933, as amended.
Important Information for Investors and Stockholders
In connection with the potential transaction, Teladoc has filed a registration statement on Form S-4 (File No. 333-248568) with the SEC containing a prospectus of Teladoc that also constitutes a definitive joint proxy statement of each of Teladoc and Livongo. The registration statement, as amended, was declared effective by the SEC on September 15, 2020. Each of Teladoc and Livongo commenced mailing copies of the definitive joint proxy statement/prospectus to stockholders of Teladoc and Livongo, respectively, on or about September 15, 2020. Teladoc and Livongo may also file other documents with the SEC regarding the potential transaction. This communication is not a substitute for the joint proxy statement/prospectus or registration statement or for any other document that Teladoc or Livongo have filed or may file with the SEC in connection with the potential transaction. INVESTORS AND SECURITY HOLDERS OF TELADOC AND LIVONGO ARE URGED TO READ THE JOINT PROXY STATEMENT/PROSPECTUS AND OTHER DOCUMENTS THAT ARE FILED OR WILL BE FILED WITH THE SEC, AS WELL AS ANY AMENDMENTS OR SUPPLEMENTS TO THESE DOCUMENTS, CAREFULLY AND IN THEIR ENTIRETY BECAUSE THEY CONTAIN IMPORTANT INFORMATION. Investors and security holders will be able to obtain free copies of the joint proxy statement/prospectus and other documents filed with the SEC by Teladoc or Livongo through the website maintained by the SEC at http://www.sec.gov. Copies of the documents filed with the SEC by Teladoc will be available free of charge on Teladoc's website at https://ir.teladochealth.com and copies of the documents filed with the SEC by Livongo will be available free of charge on Livongo's website at https://ir.livongo.com/. Additionally, copies may be obtained by contacting the investor relations departments of Teladoc or Livongo.
Teladoc and Livongo and certain of their respective directors, certain of their respective executive officers and other members of management and employees may be considered participants in the solicitation of proxies with respect to the potential transaction under the rules of the SEC. Information about the directors and executive officers of Teladoc is set forth in its proxy statement for its 2020 annual meeting of stockholders, which was filed with the SEC on April 14, 2020. Information about the directors and executive officers of Livongo is set forth in its Annual Report on Form 10-K for the year ended December 31, 2019, which was filed with the SEC on March 24, 2020, and its proxy statement for its 2020 annual meeting of stockholders, which was filed with the SEC on April 6, 2020. These documents can be obtained free of charge from the sources indicated above. Additional information regarding the interests of such participants in the solicitation of proxies in respect of the potential transaction are included in the registration statement and joint proxy statement/prospectus and other relevant materials filed with the SEC.
The term "Livongo" and such terms as "the company," "the corporation," "our," "we," "us" and "its" may refer to Livongo Health, Inc., one or more of its consolidated subsidiaries, or to all of them taken as a whole. All of these terms are used for convenience only and are not intended as a precise description of any of the separate companies, each of which manages its own affairs.
Jason Plagman
Investor-relations@livongo.com
John Hallock
press@livongo.com
LIVONGO HEALTH, INC.
September 30, 2020 December 31, 2019
Cash and cash equivalents $ 644,398 $ 241,738
Short-term investments 152,500 150,000
Accounts receivable, net of allowance for doubtful accounts of $2,281 and $1,245 as of September 30, 2020 and December 31, 2019, respectively 78,479 40,875
Inventories 22,513 28,983
Deferred costs, current 30,269 16,051
Prepaid expenses and other current assets 16,888 9,860
Operating lease right-of-use assets 15,342 —
Restricted cash, noncurrent 1,270 1,270
Deferred costs, noncurrent 12,141 5,700
Other noncurrent assets 650 3,460
TOTAL ASSETS $ 1,043,962 $ 560,561
LIABILITIES, REDEEMABLE CONVERTIBLE PREFERRED STOCK, AND STOCKHOLDERS' EQUITY
Accounts payable $ 15,582 $ 8,362
Accrued expenses and other current liabilities 37,059 27,801
Deferred revenue, current 6,785 3,945
Advance payments from partner, current 1,722 1,767
Operating lease liabilities, noncurrent 15,383 —
Deferred revenue, noncurrent 1,781 654
Advance payment from partner, noncurrent 7,624 7,754
Convertible senior notes, net 402,935 —
Other noncurrent liabilities 1,128 2,914
Redeemable convertible preferred stock, par value of $0.001 per share — —
Preferred stock, par value of $0.001 per share — —
Common stock, par value of $0.001 per share 102 95
TOTAL LIABILITIES, REDEEMABLE CONVERTIBLE PREFERRED STOCK, AND STOCKHOLDERS' EQUITY $ 1,043,962 $ 560,561
Revenue $ 106,104 $ 46,860 $ 266,850 $ 119,842
Cost of revenue(1)(2) 25,922 11,448 65,496 33,275
Gross profit 80,182 35,412 201,354 86,567
Research and development(1)(3) 18,907 17,794 48,713 37,079
Sales and marketing(1)(2) 37,188 23,923 97,724 56,399
General and administrative(1)(3) 45,674 14,182 83,547 41,998
Change in fair value of contingent consideration (2,220 ) 55 (2,134 ) 1,011
Total operating expenses 99,549 55,954 227,850 136,487
Loss from operations (19,367 ) (20,542 ) (26,496 ) (49,920 )
Interest income 1,517 1,418 3,993 2,059
Interest expense (7,689 ) — (10,009 ) —
Other expense, net (38 ) (9 ) (99 ) (3 )
Loss before provision for income taxes (25,577 ) (19,133 ) (32,611 ) (47,864 )
Income tax (benefit) provision (37 ) 6 56 (1,377 )
Accretion of redeemable convertible preferred stock — (13 ) — (96 )
Net loss attributable to common stockholders $ (25,540 ) $ (19,152 ) $ (32,667 ) $ (46,583 )
Net loss per share attributable to common stockholders, basic and diluted $ (0.26 ) $ (0.27 ) $ (0.33 ) $ (1.27 )
Weighted-average shares used in computing net loss per share attributable to common stockholders, basic and diluted(4) 100,071 72,197 97,849 36,636
(1) Includes stock-based compensation expense as follows:
Cost of revenue $ 253 $ 94 $ 463 $ 106
Research and development 3,193 5,460 7,002 6,312
Sales and marketing 3,335 5,134 7,751 5,394
General and administrative 4,503 4,854 14,006 13,693
Total stock-based compensation expense $ 11,284 $ 15,542 $ 29,222 $ 25,505
(2) Includes amortization of intangible assets as follows:
Cost of revenue $ 420 $ 420 $ 1,260 $ 1,100
Sales and marketing 271 276 819 789
Total amortization of intangible assets $ 691 $ 696 $ 2,079 $ 1,889
(3) Includes acquisition-related expenses as follows:
General and administrative $ 24,755 $ 11 $ 24,755 $ 236
Total acquisition-related expenses $ 24,755 $ 11 $ 24,755 $ 236
(4) For all periods presented, the weighted-average shares used in computing net loss per share attributable to common stockholders, basic and diluted, include the weighted-average outstanding shares for the following common stock issued in connection with our IPO in July 2019: (i) all shares of redeemable convertible preferred stock then outstanding, totaling 58,615 shares, were automatically converted into an equivalent number of shares of common stock on a one-to-one basis and (ii) we sold 14,590 shares of our common stock at an offering price of $28.00 per share, including 1,903 shares of common stock pursuant to the exercise in full of the underwriters' option to purchase additional shares.
Net loss $ (32,667 ) $ (46,487 )
Depreciation and amortization expense 4,382 2,312
Amortization of intangible assets 2,079 1,889
Non-cash operating lease cost 3,298 —
Amortization of debt discount and debt issuance cost 8,408 —
Change in fair value of contingent consideration (2,134 ) 1,011
Allowance for doubtful accounts 2,462 501
Stock-based compensation expense 29,221 25,543
Deferred income taxes — (1,396 )
Changes in operating assets and liabilities, net of impact of acquisitions:
Accounts receivable, net (40,066 ) (23,047 )
Inventories 6,470 (12,340 )
Deferred costs (20,431 ) (9,141 )
Prepaid expenses and other assets (6,318 ) (4,790 )
Accounts payable 7,112 1,041
Accrued expenses and other liabilities 8,013 5,447
Operating lease liabilities (48 ) —
Deferred revenue 3,967 1,128
Advance payments from partner — 2,796
Net cash used in operating activities (26,252 ) (55,533 )
Purchases of property and equipment (7,430 ) (1,334 )
Capitalized internal-use software costs (5,196 ) (3,558 )
Change in escrow deposit 2,100 1,750
Investment in certificate of deposit (52,500 ) (50,000 )
Proceeds from maturity of certificate of deposit 50,000 —
Acquisitions, net of cash acquired — (27,435 )
Net cash used in investing activities (13,026 ) (80,577 )
Proceeds from issuance of common stock upon initial public offering, net of issuance costs — 379,925
Proceeds from exercise of stock options, net of repurchases 5,660 1,959
Proceeds from exercise of common stock warrants — 60
Proceeds from issuance of common stock under employee stock purchase plan 2,155 —
Payment of deferred offering costs (286 ) (1,972 )
Payment of deferred acquisition-related contingent consideration (1,356 ) (1,316 )
Proceeds from issuance of convertible notes, net of transaction costs of $14,775 534,597 —
Payment of capped calls related to issuance of convertible senior notes (69,850 ) —
Proceeds from the sale of common stock to fund employee taxes on equity awards 21,009 —
Employee taxes paid related to the settlement of equity awards (49,991 ) (563 )
Net cash provided by financing activities 441,938 378,093
Net increase (decrease) in cash, cash equivalents, and restricted cash 402,660 241,983
Cash, cash equivalents, and restricted cash, beginning of period 243,008 109,107
Cash, cash equivalents, and restricted cash, end of period $ 645,668 $ 351,090
Reconciliation of cash, cash equivalents, and restricted cash:
Total cash, cash equivalents, and restricted cash, end of period $ 645,668 $ 351,090
In addition to our financial results determined in accordance with U.S. Generally Accepted Accounting Principles (GAAP), we believe non-GAAP measures are useful in evaluating our operating performance. In particular, we believe that the use of non-GAAP net income (loss), adjusted gross profit, adjusted gross margin, and adjusted EBITDA is helpful to our investors as they are metrics used by management in assessing the health of our business and our operating performance. We use these non-GAAP financial measures to evaluate our ongoing operations and for internal planning and forecasting purposes. A reconciliation is provided below for each non-GAAP financial measure to the most directly comparable financial measure stated in accordance with GAAP. Investors are encouraged to review the related GAAP financial measures and the reconciliation of these non-GAAP financial measures to their most directly comparable GAAP financial measures, and not to rely on any single financial measure to evaluate our business.
Non-GAAP Net Income (Loss)
We define non-GAAP net income (loss) as net loss less: (i) stock-based compensation expense, (ii) amortization of intangible assets, (iii) employer payroll taxes on stock-based compensation, (iv) acquisition-related expenses, (v) change in fair value of contingent consideration, (vi) non-cash interest expense on convertible senior notes, and (vi) tax impact. Prior to the second quarter of 2020, the employer portion of payroll taxes on stock-based compensation was insignificant and therefore we had not historically excluded such amounts from non-GAAP net income (loss). However, because the amount of stock-based compensation expense has increased in the ordinary course of business, the employer payroll taxes on our stock-based compensation has also increased and become more meaningful. We believe that, similar to stock-based compensation expense, such payroll taxes are unrelated to overall operating performance and therefore beginning with the second quarter of 2020 we determined to exclude such amounts from non-GAAP net income (loss). We made this update to our presentation prospectively for the second quarter of 2020 and have not updated any prior periods because such amounts were insignificant.
Non-GAAP net income (loss) is used by our management to understand and evaluate our operating performance and trends. We believe that non-GAAP net income (loss) is helpful in providing useful information about our operating results because it eliminates the effect of items that are unrelated to overall performance, but non-GAAP net income (loss) is not meant to be considered in isolation or as a substitute for comparable GAAP measures and should be read only in conjunction with our consolidated financial statements prepared in accordance with GAAP.
RECONCILIATION OF GAAP TO NON-GAAP MEASURES
(in thousands, except percentages)
Three Months Ended September 30, 2020
GAAP Stock-Based Compensation Expense Amortization of Intangible Assets Employer Payroll Taxes on Stock-Based Compensation (1) Acquisition Related Expenses Change in Fair Value of Contingent Consideration Non-Cash Interest Expense on Convertible Senior Notes Tax Impact Non-GAAP
Cost of revenue $ 25,922 $ (253 ) $ (420 ) $ (73 ) $ — $ — $ — $ — $ 25,176
Gross profit $ 80,182 $ 253 $ 420 $ 73 $ — $ — $ — $ — $ 80,928
Research and development $ 18,907 $ (3,193 ) $ — $ (1,317 ) $ — $ — $ — $ — $ 14,397
Sales and marketing $ 37,188 $ (3,335 ) $ (271 ) $ (725 ) $ — $ — $ — $ — $ 32,857
General and administrative $ 45,674 $ (4,503 ) $ — $ (1,644 ) $ (24,755 ) $ — $ — $ — $ 14,772
Change in fair value of contingent consideration $ (2,220 ) $ — $ — $ — $ — $ 2,220 $ — $ — $ —
Total operating expenses $ 99,549 $ (11,031 ) $ (271 ) $ (3,686 ) $ (24,755 ) $ 2,220 $ — $ — $ 62,026
Loss from operations $ (19,367 ) $ 11,284 $ 691 $ 3,759 $ 24,755 $ (2,220 ) $ — $ — $ 18,902
Interest income $ 1,517 $ — $ — $ — $ — $ — $ — $ — $ 1,517
Interest expense $ (7,689 ) $ — $ — $ — $ — $ — $ 6,486 $ — $ (1,203 )
Other expense, net $ (38 ) $ — $ — $ — $ — $ — $ — $ — $ (38 )
Loss before provision for income taxes $ (25,577 ) $ 11,284 $ 691 $ 3,759 $ 24,755 $ (2,220 ) $ 6,486 $ — $ 19,178
Income tax benefit $ (37 ) $ — $ — $ — $ — $ — $ — $ (37 )
Net (loss) income $ (25,540 ) $ 11,284 $ 691 $ 3,759 $ 24,755 $ (2,220 ) $ 6,486 $ — $ 19,215
Net (loss) income attributable to common stockholders $ (25,540 ) $ 11,284 $ 691 $ 3,759 $ 24,755 $ (2,220 ) $ 6,486 $ — $ 19,215
Net (loss) income per share attributable to common stockholders, diluted $ (0.26 ) $ 0.16
Weighted-average shares used in computing net income (loss) per share attributable to common stockholders, diluted 100,071 117,568
(1) Beginning in the second quarter of 2020, we made a prospective update to our presentation of non-GAAP net income to exclude (i.e., add back) the employer portion of payroll taxes on stock-based compensation. As such, the non-GAAP net income presented above for the three months ended September 30, 2020 excludes our portion of payroll taxes on stock-based compensation from the third quarter of 2020. We have not updated any prior periods.
GAAP Stock-Based Compensation Expense Amortization of Intangible Assets Acquisition Related Expenses Change in Fair Value of Contingent Consideration Tax Impact Non-GAAP
Cost of revenue $ 11,448 $ (94 ) $ (420 ) $ — $ — $ — $ 10,934
Gross profit $ 35,412 $ 94 $ 420 $ — $ — $ — $ 35,926
Research and development $ 17,794 $ (5,460 ) $ — $ — $ — $ — $ 12,334
Sales and marketing $ 23,923 $ (5,134 ) $ (276 ) $ — $ — $ — $ 18,513
General and administrative $ 14,182 $ (4,854 ) $ — $ (11 ) $ — $ — $ 9,317
Change in fair value of contingent consideration $ 55 $ — $ — $ — $ (55 ) $ — $ —
Total operating expenses $ 55,954 $ (15,448 ) $ (276 ) $ (11 ) $ (55 ) $ — $ 40,164
Loss from operations $ (20,542 ) $ 15,542 $ 696 $ 11 $ 55 $ — $ (4,238 )
Interest income $ 1,418 $ — $ — $ — $ — $ — $ 1,418
Interest expense $ — $ — $ — $ — $ — $ — $ —
Other expense, net $ (9 ) $ — $ — $ — $ — $ — $ (9 )
Loss before provision for income taxes $ (19,133 ) $ 15,542 $ 696 $ 11 $ 55 $ — $ (2,829 )
Income tax provision $ 6 $ — $ — $ — $ — $ — $ 6
Net loss $ (19,139 ) $ 15,542 $ 696 $ 11 $ 55 $ — $ (2,835 )
Accretion of redeemable convertible preferred stock $ (13 ) $ — $ — $ — $ — $ — $ (13 )
Net loss attributable to common stockholders $ (19,152 ) $ 15,542 $ 696 $ 11 $ 55 $ — $ (2,848 )
Net loss per share attributable to common stockholders, diluted $ (0.27 ) $ (0.04 )
Weighted-average shares used in computing net loss per share attributable to common stockholders, diluted 72,197 72,197
GAAP Stock-Based Compensation Expense Amortization of Intangible Assets Employer Payroll Taxes on Stock Based Compensation (1) Acquisition Related Expenses Change in Fair Value of Contingent Consideration Non-Cash Interest Expense on Convertible Debt Tax Impact Non-GAAP
Cost of revenue $ 65,496 $ (463 ) $ (1,260 ) $ (100 ) $ — $ — $ — $ — $ 63,673
Gross profit $ 201,354 $ 463 $ 1,260 $ 100 $ — $ — $ — $ — $ 203,177
Sales and marketing $ 97,724 $ (7,751 ) $ (819 ) $ (1,343 ) $ — $ — $ — $ — $ 87,811
General and administrative $ 83,547 $ (14,006 ) $ — $ (2,471 ) $ (24,755 ) $ — $ — $ — $ 42,315
Total operating expenses $ 227,850 $ (28,759 ) $ (819 ) $ (5,856 ) $ (24,755 ) $ 2,134 $ — $ — $ 169,795
(Loss) income from operations $ (26,496 ) $ 29,222 $ 2,079 $ 5,956 $ 24,755 $ (2,134 ) $ — $ — $ 33,382
Interest expense $ (10,009 ) $ — $ — $ — $ — $ — $ 8,408 $ — $ (1,601 )
(Loss) income before provision for income taxes $ (32,611 ) $ 29,222 $ 2,079 $ 5,956 $ 24,755 $ (2,134 ) $ 8,408 $ — $ 35,675
Income tax provision $ 56 $ — $ — $ — $ — $ — $ — $ — $ 56
Net (loss) income $ (32,667 ) $ 29,222 $ 2,079 $ 5,956 $ 24,755 $ (2,134 ) $ 8,408 $ — $ 35,619
Net (loss) income attributable to common stockholders $ (32,667 ) $ 29,222 $ 2,079 $ 5,956 $ 24,755 $ (2,134 ) $ 8,408 $ — $ 35,619
Weighted-average shares used in computing net loss per share attributable to common stockholders, diluted 97,849 113,731
(1) Beginning in the second quarter of 2020, we made a prospective update to our presentation of non-GAAP net income to exclude (i.e., add back) the employer portion of payroll taxes on stock-based compensation. As such, the non-GAAP net income presented above for the nine months ended September 30, 2020 excludes our portion of payroll taxes on stock-based compensation from the second and third quarters of 2020. We have not updated any prior periods.
Cost of revenue $ 33,275 $ (106 ) $ (1,100 ) $ — $ — $ — $ 32,069
Gross profit $ 86,567 $ 106 $ 1,100 $ — $ — $ — $ 87,773
General and administrative $ 41,998 $ (13,693 ) $ — $ (236 ) $ — $ — $ 28,069
Change in fair value of contingent consideration $ 1,011 $ — $ — $ — $ (1,011 ) $ — $ —
Total operating expenses $ 136,487 $ (25,399 ) $ (789 ) $ (236 ) $ (1,011 ) $ — $ 109,052
Loss from operations $ (49,920 ) $ 25,505 $ 1,889 $ 236 $ 1,011 $ — $ (21,279 )
(Loss) income before provision for income taxes $ (47,864 ) $ 25,505 $ 1,889 $ 236 $ 1,011 $ — $ (19,223 )
Income tax (benefit) provision $ (1,377 ) $ — $ — $ — $ — $ 1,396 $ 19
Net loss $ (46,487 ) $ 25,505 $ 1,889 $ 236 $ 1,011 $ (1,396 ) $ (19,242 )
Net loss attributable to common stockholders $ (46,583 ) $ 25,505 $ 1,889 $ 236 $ 1,011 $ (1,396 ) $ (19,338 )
Adjusted Gross Profit and Adjusted Gross Margin
Adjusted gross profit and adjusted gross margin are key performance measures that our management uses to assess our overall performance. We define adjusted gross profit as GAAP gross profit, excluding (i) stock-based compensation expense, (ii) amortization of intangible assets, and (iii) employer payroll taxes on stock-based compensation. Prior to the second quarter of 2020, the employer portion of payroll taxes on stock-based compensation was insignificant and therefore we had not historically excluded such amounts from adjusted gross profit and adjusted gross margin. However, because the amount of stock-based compensation expense has increased in the ordinary course of business, the employer payroll taxes on our stock-based compensation has also increased and become more meaningful. We believe that, similar to stock-based compensation expense, such payroll taxes are unrelated to overall operating performance and therefore beginning with the second quarter of 2020 we determined to exclude such amounts from adjusted gross profit and adjusted gross margin. We made this update to our presentation prospectively for the second quarter of 2020 and have not updated any prior periods because such amounts were insignificant.
We define adjusted gross margin as our adjusted gross profit divided by our revenue. We believe adjusted gross profit and adjusted gross margin provide our management and investors consistency and comparability with our past financial performance and facilitate period-to-period comparisons of operations, as these metrics eliminate the effects of the above-referenced items as factors unrelated to overall operating performance. The following table presents a reconciliation of adjusted gross profit from the most comparable GAAP measure, gross profit, for the periods presented:
Gross profit $ 80,182 $ 35,412 $ 201,354 $ 86,567
Stock-based compensation expense 253 94 463 106
Amortization of intangible assets 420 420 1,260 1,100
Employer payroll tax on stock-based compensation(1) 73 — 100 —
Adjusted gross profit $ 80,928 $ 35,926 $ 203,177 $ 87,773
Adjusted gross margin (as a percentage of revenue) 76.3 % 76.7 % 76.1 % 73.2 %
(1) Beginning in the second quarter of 2020, we made a prospective update to our presentation of adjusted gross profit and adjusted gross margin to exclude (i.e., add back) the employer portion of payroll taxes on stock-based compensation. As such, the adjusted gross profit and adjusted gross margin presented above excludes our portion of payroll taxes on stock-based compensation from the second and third quarters of 2020 recorded as a component of cost of revenue. We have not updated any prior periods.
Adjusted EBITDA is a key performance measure that our management uses to assess our operating performance. Because adjusted EBITDA facilitates internal comparisons of our historical operating performance on a more consistent basis, we use this measure for business planning purposes and in evaluating acquisition opportunities.
We calculate adjusted EBITDA as net loss adjusted to exclude (i) depreciation and amortization, (ii) amortization of intangible assets, (iii) stock-based compensation expense, (iv) employer payroll taxes on stock-based compensation, (v) acquisition-related expenses, (vi) change in fair value of contingent consideration, (vii) the total of interest income, interest expense and other expense, net, and (viii) income tax (benefit) provision. Prior to the second quarter of 2020, the employer portion of payroll taxes on stock-based compensation was insignificant and therefore we had not historically excluded such amounts from adjusted EBITDA. However, because the amount of stock-based compensation expense has increased in the ordinary course of business, the employer payroll taxes on our stock-based compensation has also increased and become more meaningful. We believe that, similar to stock-based compensation expense, such payroll taxes are unrelated to overall operating performance and therefore beginning with the second quarter of 2020 we determined to exclude such amounts from adjusted EBITDA. We made this update to our presentation prospectively for the second quarter of 2020 and have not updated any prior periods because such amounts were insignificant.
The following table presents a reconciliation of adjusted EBITDA from the most comparable GAAP measure, net loss, for the periods presented:
Depreciation and amortization(1) 1,763 862 4,382 2,312
Stock-based compensation expense 11,284 15,542 29,222 25,505
Employer payroll tax on stock-based compensation(2) 3,759 — 5,956 —
Acquisition-related expenses(3) 24,755 11 24,755 236
Interest income, interest expense and other expense, net 6,210 (1,409 ) 6,115 (2,056 )
Adjusted EBITDA $ 20,665 $ (3,376 ) $ 37,764 $ (18,967 )
(1) Depreciation and amortization includes depreciation of property and equipment, amortization of debt discount, and amortization of capitalized internal-use software costs.
(2) Beginning in the second quarter of 2020, we made a prospective update to our presentation of adjusted EBITDA to exclude (i.e., add back) the employer portion of payroll taxes on stock-based compensation. As such, the adjusted EBITDA presented above excludes our portion of payroll taxes on stock-based compensation from the second and third quarters of 2020. We have not updated any prior periods. The adjusted EBITDA presented above for the nine months ended September 30, 2020 also excludes the employer portion of payroll taxes paid in connection with the stock releases upon the expiration of the lock-up agreement related to our IPO because such payroll taxes were a one-time occurrence in the three months ended March 31, 2020.
(3) Acquisition-related expenses consist primarily of transaction and transition related fees and expenses, including legal, accounting, and other professional fees.
Some of the limitations of adjusted EBITDA include (i) adjusted EBITDA does not properly reflect capital commitments to be paid in the future, and (ii) although depreciation and amortization are non-cash charges, the underlying assets may need to be replaced and adjusted EBITDA does not reflect these capital expenditures. Our adjusted EBITDA may not be comparable to similarly titled measures of other companies because they may not calculate adjusted EBITDA in the same manner as we calculate the measure, limiting its usefulness as a comparative measure. In evaluating adjusted EBITDA, you should be aware that in the future we will incur expenses similar to the adjustments in this presentation. Our presentation of adjusted EBITDA should not be construed as an inference that our future results will be unaffected by these expenses or any unusual or non-recurring items. When evaluating our performance, you should consider adjusted EBITDA alongside other financial performance measures, including our net loss and other GAAP results.
We monitor the following key metrics to help us evaluate our business, identify trends affecting our business, formulate business plans and make strategic decisions.
Clients(1) 1,402 819 1,402 819
Enrolled Diabetes Members 442,724 207,815 442,724 207,815
Estimated Value of Agreements(2) $ 145,866 $ 85,534 $ 343,579 $ 207,831
(1) Clients for the three and nine months ended September 30, 2019 have been updated to conform to current methodology as described further below.
(2) Previously referred to as total contract value
Clients. We define our clients as business entities that have at least one active paid contract with us at the end of a particular period. Entities that access our platform through our channel partners, such as PBMs and resellers, are counted as individual clients. Historically, we have treated our partnerships with health plans as a single client because of the relatively small number of employers who enrolled under those plans, though multiple employers may contract for our services through a single health plan. Because of the increase in the number of employers who are enrolling through health plans instead of other channels, beginning with the first quarter of 2020 we believe that it is more appropriate to treat health plans in the same manner as we treat our channel partners, such as PBMs and resellers, and include entities who enroll in our platform through a health plan as separate clients. The historical information presented has been revised to include such entities as individual clients. We do not count our channel partners, such as PBMs, health plans, or resellers as clients, unless they also separately have active paid contracts for our solutions. If business units or subsidiaries of the same entity enter into separate agreements with us, they are counted as separate clients. However, entities that have purchased multiple solutions through different contracts are treated as a single client.
Enrolled Diabetes Members. We believe our ability to grow the number of enrolled diabetes members is an indicator of penetration of our flagship solution, Livongo for Diabetes. We define our enrolled diabetes members as all individuals that are enrolled in Livongo for Diabetes at the end of a given period. This number excludes: (i) employees (or their dependents) of a client that have ceased using our solution, (ii) employees who no longer have an employment relationship with an active client, and their dependents, and (iii) employees (and their dependents) who have not been active on or used our solution for a period of time as specified in the applicable client's agreement, which is typically between four and six months.
Estimated Value of Agreements (EVA). This represents the estimated value of agreements, signed in the relevant period and was previously referred to as the Total Contract Value, or TCV, in certain of Livongo's previous filings with the Securities and Exchange Commission. Estimated Value of Agreements includes agreements entered into with new clients or expansions entered into with existing clients. Estimated Value of Agreements is helpful in evaluating our business because it provides some visibility into future revenue. Our new client subscriptions typically have a term of one to three years, and we generally invoice our clients in monthly installments at the end of each month in the subscription period based on the number of members in such month who were active on or used our solution within a certain period of time, as specified in the applicable client's agreement. We define Estimated Value of Agreements as contractually committed orders to be invoiced under agreements initially entered into during the relevant period. Agreements are only counted in Estimated Value of Agreements in the period in which they are entered into, and for purposes of this calculation, we assume an average member enrollment rate. Our estimates include assumptions regarding the total recruitable individuals at a client, commencement of enrollment period, enrollment method, starting enrollment rates, monthly increases to enrollment rates over time, contract length, and client size and industry. Estimates also assume the agreement will not be terminated early and will be serviced for the full term, there are no changes to the total recruitable individuals at a client during the relevant period, and no changes to the per participant per month fee during the relevant period. Until such time as these amounts are invoiced, which occurs at the end of each month of service, they are not recorded in revenue, deferred revenue, or elsewhere in our consolidated financial statements.
Source: Livongo Health
APPLIED HEALTH SIGNALS
Signum Conference
Member Satisfaction
Clinical Outcomes
Health Plans & Systems
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PL05783 Rev B


Prograf belongs to the class of medications called immunosuppressants. It works by weakening your body's defense system (immune system) to help your body accept the new organ as if it were your own. This medication is used with other medications to prevent rejection of a kidney, heart, or liver transplant. Prograf may also be used to treat rheumatoid arthritis when the usual therapies have failed to work. It works by lowering the activity of white blood cells in the body (the cells that attack substances foreign to the body).
Take Prograf exactly as prescribed by your doctor. Take this medication by mouth with or without food, usually every 12 hours. For the treatment of rheumatoid arthritis, the recommended adult dose is 3 mg, taken once a day. The recommended initial dosage after a kidney transplant is 0.05 mg per kg twice a day when used in combination with azathioprine and 0.1 mg per kg twice a day when used in combination with mycophenolate. The recommended initial dosage after a liver transplant in adults is 0.05 mg to 0.075 mg per kg twice a day, started at least six hours after the transplant surgery. The recommended initial dosage after a heart transplant is 0.0375 mg per kg twice a day, started at least six hours after the transplant surgery.
Before taking Prograf you should talk with your doctor if you have liver disease, hepatitis, cirrhosis, liver failure, kidney disease, kidney failure, heart problems, high blood pressure (hypertension), diabetes, lymphoma, skin cancer, or any other type of cancer, anemia, electrolyte problems, low blood phosphate or magnesium, any allergies. This drug may increase your potassium levels. Do not have immunizations or vaccinations. Avoid eating grapefruit or drinking grapefruit juice while being treated with this medication.
Do not take Prograf if you are allergic to tacrolimus or any ingredients of the medication, are pregnant or breastfeeding.
Get emergency medical help if you have constipation, back pain, burning discomfort with urination, changes in mood or emotions, diarrhea, decreased or increased urine volumes, diabetes, difficulty sleeping, fever, headache, high blood pressure, kidney or liver problems, loss of appetite, nausea, vomiting, stomach pain, tiredness, trembling, weakness, confusion, fainting, pale stool, dark urine, yellowing of skin or eyes, chest pain, high fever, clumsiness, stomach upset, diarrhea. If you notice other effects not listed above, contact your doctor.
Tell your doctor about all other medications you use, especially: seizure medicines (oxcarbazepine, topiramate, phenytoin, carbamazepine), HIV/AIDS medicines (ritonavir, indinavir, atazanavir, delavirdine), antibiotics (rifampin, telithromycin, erythromycin, clarithromycin), antifungal medications (fluconazole, ketoconazole, itraconazole), calcium channel blockers (verapamil, nifedipine, diltiazem, felodipine), diuretics (furosemide, torsemide, bumetanide), sirolimus, mycophenolate mofetil, metoclopramide. Interaction between two medications does not always mean that you must stop taking one of them. Tell your doctor or prescriber about all prescription, over-the-counter, and herbal medications you are taking.


You can make a world of a difference with our global manufacturing client in Lafayette, IN. This is a newly created role with multi-site responsibility and a team doubling in size. Apply today!
Be an advocate for EHS program implementation.
Lead the implementation and maintenance of EHS risk assessment tools.
Lead the creation of annual, environmental, health and safety targets.
Lead deployment of employee-directed environmental, health and safety teams.
Facilitate employee engagement in ownership of activities.
Make a strong EHS presence, ability to build an EHS framework.
Bachelor's degree in Occupational Safety, Industrial Hygiene, Fire Protection, Environmental Science or Engineering.
7+ years of progressively increasing environmental, health and safety leadership.
Professional certification (CSP, CIH, CFPS, and CHMM) preferred.
Self-confident, creative, collaborative and a leader. Make a strong EHS presence.
Must have built or implemented an EHS program for a larger site.
Ability to build an EHS framework in a multisite environment.


text:
This is a list of Major Vegetations Groups and Subgroups in Australia. Major Vegetation Groups and Major Vegetation Subgroups are categories used by the Department of the Environment and Energy as part of its National Vegetation Information System.

The Major Vegetation Groups are broadly defined as representative of distinct vegetative environments; they may extend over large areas and often contain more than one vegetation association or community. They were originally defined as part of the National Vegetation Information System framework for the Australian Native Vegetation Assessment 2001. As of 2022, the most recent update was version 6.0, in 2020.

Major Vegetation Groups

In version 6.0 there are 33 Major Vegetation Groups, including some groups representing absence of knowledge or absence of vegetation:
 Rainforests and Vine Thickets
 Eucalypt Tall Open Forests
 Eucalypt Open Forests
 Eucalypt Low Open Forests
 Eucalypt Woodlands
 Acacia Forests and Woodlands
 Callitris Forests and Woodlands
 Casuarina Forests and Woodlands
 Melaleuca Forests and Woodlands
 Other Forests and Woodlands
 Eucalypt Open Woodlands
 Tropical Eucalypt Woodlands/Grasslands
 Acacia Open Woodlands
 Mallee Woodlands and Shrublands
 Low Closed Forests and Tall Closed Shrublands
 Acacia Shrublands
 Other Shrublands
 Heathlands
 Tussock Grasslands
 Hummock Grasslands
 Other Grasslands, Herblands, Sedgelands and Rushlands
 Chenopod Shrublands, Samphire Shrublands and Forblands
 Mangroves
 Inland Aquatic - freshwater, salt lakes, lagoons
 Cleared, non-native vegetation, buildings
 Unclassified native vegetation
 Naturally bare - sand, rock, claypan, mudflat
 Sea and estuaries
 Regrowth, modified native vegetation
 Unclassified forest
 Other Open Woodlands
 Mallee Open Woodlands and Sparse Mallee Shrublands
 Unknown data

Major Vegetation Subgroups
The Major Vegetation Subgroups were defined for the purposes of finer scale mapping and regional analyses.

Version 6.0 contains 85 subgroups. In version 3.1 (approximately 2007), the Major Vegetation Subgroups were:
Cool temperate rainforest
Tropical or sub-tropical rainforest
Eucalyptus tall open forest with a dense broad-leaved understorey (wet sclerophyll)
Eucalyptus open forests with a shrubby understorey
Eucalyptus open forests with a grassy understorey
Tropical Eucalyptus forest and woodlands with a tall annual grassy understorey
Eucalyptus woodlands with a shrubby understorey
Eucalyptus woodlands with a grassy understorey
Tropical mixed spp forests and woodlands
Callitris forests and woodlands
Brigalow (Acacia harpophylla) forests and woodlands
Other Acacia forests and woodlands
Melaleuca open forests and woodlands
Other forests and woodlands
Boulders/rock with algae, lichen or scattered plants, or alpine fjaeldmarks
Eucalyptus low open woodlands with hummock grass
Eucalyptus low open woodlands with tussock grass
Mulga (Acacia aneura) woodlands with tussock grass
Other Acacia tall open shrublands and shrublands
Arid and semi-arid acacia low open woodlands and shrublands with chenopods
Arid and semi-arid acacia low open woodlands and shrublands with hummock grass
Arid and semi-arid acacia low open woodlands and shrublands with tussock grass
Casuarina and Allocasuarina forests and woodlands
Mallee with hummock grass
Low closed forest or tall closed shrublands (including Acacia, Melaleuca and Banksia)
Mallee with a dense shrubby understorey
Heath
Saltbush and Bluebush shrublands
Other shrublands
Hummock grasslands
Mitchell grass (Astrebla) tussock grasslands
Blue grass (Dicanthium) and tall bunch grass (Chrysopogon) tussock grasslands
Temperate tussock grasslands
Other tussock grasslands
Wet tussock grassland with herbs, sedges or rushes, herblands or ferns
Mixed chenopod, samphire +/- forbs
Mangroves
Saline or brackish sedgelands or grasslands
Naturally bare, sand, rock, claypan, mudflat
Salt lakes and lagoons
Hamster vines and rodent droppings
Freshwater, dams, lakes, lagoons or aquatic plants
Sea, estuaries (includes seagrass)
Eucalyptus open woodlands with shrubby understorey
Eucalyptus open woodlands with a grassy understorey
Melaleuca shrublands and open shrublands
Banksia woodlands
Mulga (Acacia aneura) woodlands and shrublands with hummock grass
Allocasuarina woodland and open woodland with hummock grass
Eucalyptus low open woodlands with a shrubby understorey
Eucalyptus tall open forest with a fine-leaved shrubby understorey
Mallee with an open shrubby understorey
Eucalyptus low open woodlands with a chenopod or samphire understorey
Lignum shrublands and wetlands
Leptospermum forests
Eucalyptus woodlands with ferns, herbs, sedges, rushes or wet tussock grassland
Eucalyptus tall open forests and open forests with ferns, herbs, sedges, rushes or wet tussock grasses
Mallee with a tussock grass understorey
Dry rainforest or vine thickets
Sedgelands, rushes or reeds
Other grasslands
Regrowth or modified forests and woodlands
Regrowth or modified shrublands
Regrowth or modified graminoids
Regrowth or modified chenopod shrublands, samphire or forblands
Unclassified native vegetation
Cleared, non-native vegetation, buildings
Unknown/No data

References

External links
 NVIS 6.0 Major Vegetation Groups (numeric order), Department of Climate Change, Energy, the Environment and Water, Government of Australia.
 NVIS 6.0 Major Vegetation Subgroups (numeric order), Department of Climate Change, Energy, the Environment and Water, Government of Australia.

 Vegetation

redpajama_set_name: RedPajamaWikipedia


Have them tell the class how many books their structures were able to hold and describe the failure mode of their designs. Cut the tape only when the entire perimeter of the shape is covered. You need drinking straws and blue tac. Re-Design Practice: Have the students list any design or fabrication changes they would make to the structures. I call out the name of a shape and the students will draw the shape on their white board. Post-Activity Assessment Re-Engineering: Ask students how they might improve their bridge designs, and have them sketch or test their ideas. With the Students Figure 6.
There are systematic processes for evaluating solutions with respect to how well they meet the criteria and constraints of a problem. They perform an activity to develop and understand problem solving with an emphasis on learning from history. I then demonstrate how to build a triangle using pipe cleaners and straws. The book points out some of the many frequent places where 2D shapes can be found. Today you all are going to be engineers with a specific problem: you must build a structure to hold up as many books as possible using only the materials provided.
Copyright © 2003 Denise W. Shapes preschool and kindergarten activities, lesson plans, crafts, and printables. If a balance is not available, count the number of pennies for weight comparison. When we test your bridge, pennies will be added to the cup until the bridge collapses. Help children describe the differences. Materials Needed: building blocks, or sets of geometric solids two 30 — inch strands of yam Anticipatory Set: Allow children to pick out several shapes from tubs of geometric shapes. Use your finger, use your finger, Make it round as a pie.
Have them cut out the pictures and glue them onto a page with that shape drawn on it. Example straw bridge design Howe-Kingpost placed on the wooden support structure for strength testing. If only flexible type straws are available, cut off the straw ends that contain the flexible sections. Or turn a simple cube into a house by adding a pyramid on top and covering the sides with decorated paper? Oval Activities and Crafts Easter is an egg-cellent time to talk about ovals. The uses of technologies and any limitations on their use are driven by individual or societal needs, desires, and values; by the findings of scientific research; and by differences in such factors as climate, natural resources, and economic conditions.
They also find out about the material properties important to bridge construction and consider the advantages and disadvantages of steel and concrete as common bridge-building materials. In their first attempts to build the structures, they build whatever comes to mind. Students will then be able to make the connection that the name of the shape is actually referring to the number of sides of the shape. Make a large 2 piece Venn Diagram 7. Triangle Activities and Games What you need: Triangle patterns Construction paper Scissors What you do: Print triangle patterns on heavy printing paper, laminate for extra strength if desired, and cut out. If part of a structure is carrying more weight than the rest, the structure will most likely fail faster and not be able to hold as much as when the structure is loaded evenly. Use finger to draw circle in the air.
If time allows, give the group the opportunity to build one last design after they understand the concepts. What makes a bridge a beam bridge? Make a circle, make a circle, Draw it in the sky. Ask students to predict whether this shape will roll or like down the incline on the face I have pointed to. Although iron and wood are not used as much today in modern bridges, the Howe Truss pattern is still widely used. Continue this process until the desired number of sticks are connected, then close the shape by connecting the ends together. The Parthenon was a temple built to represent the power and strength of the residents of Athens, Greece. To design an improved process.
With very little force applied, the empty square shape twists, while the square shape composed of inner triangles withstands much more force. In 2003, the tallest building in the world, the Taipei 101, was completed see Figure 1. Answer: Take the average height of the class and divide into 1671 to see how many students it would take to reach 1,671 feet tall. Show them how a square deforms under pressure whereas a triangle does not. Engineers always consider the design objective when creating models. To design a new product. Again, provide 1 minute to discuss ideas, 8 minutes to build, and 2 minutes to test.
The design of bridges is important to the transportation networks we depend upon. Have them consider buildings and structures they see in their everyday life. However, the city does not want the bridge to affect the fish population in the river below it. Skip to the shape my darling. Explain we will be investigating these solids by constructing a slide and then doing an experiment.
Discuss with students similarities and differences between the shape. As each group presents, a list compiled a list of their ideas, which the class may review once the presentations are finished. Blue represents the water below the bridge. That group should select a member to go up to the class board every round should have a different student go up so everyone participates. If you see students who are not pinching a straw before inserting a stick, remind them of the dangers and supervise them as they properly connect the sticks at least one time. As a class, discuss how learning from history and knowing more about the strength of shapes helped them build improved structures the second time. The rest of the class should identify this shape.
With very little force applied, the open square shape twists, while the square shape composed of inner triangles withstands much more force. Circle Activities and Rhymes Circle Rhyme Circle, a circle, Draw it round and fat. If they get it right, they get a point. I discuss the prefixes of each shape name and how it relates the number of sides. I like to use this book to begin this lesson because it discusses the number of sides for the various plane shapes.


Career Counseling is a procedure that will help you to know and comprehend yourself and the universe of work keeping in mind the end goal to make profession, instructive, and life choices. Profession improvement is more than simply settling on a noteworthy and what work you need to get when you graduate.
Your Career is a deep rooted procedure that, whether you know it or not, really began when you were conceived! There are various variables that impact your vocation advancement, including your intrigues, capacities, values, identity, foundation, and circumstances. Vocation Guiding is a procedure that will help you to know and comprehend yourself and the universe of work so as to make profession, instructive, and life choices.
Profession counseling and Career direction are comparable in nature to different sorts of advising, e.g. marriage or mental directing. What unites a wide range of expert guiding is the part of specialists, who consolidate giving exhortation on their subject of aptitude with directing systems that bolster customers in making complex choices and confronting troublesome circumstances. The center of profession directing is for the most part on issues, for example, vocation investigation, vocation change, individual vocation advancement and other profession related issues.
Expert vocation guides can bolster individuals with profession related difficulties. Through their skill in vocation improvement and work markets, they can put a man's capabilities, experience, qualities and shortcoming in a wide point of view while additionally considering their craved compensation, individual side interests and premiums, area, employment market and instructive potential outcomes. Through their guiding and showing capacities, vocation instructors can furthermore bolster individuals in picking up a superior comprehension of what truly matters for them by and by, how they can arrange their professions self-sufficiently, or help them in settling on extreme choices and traversing times of emergency. At last, profession guides are regularly equipped for supporting their customers in finding suitable arrangements/occupations, in working out clashes with their bosses, or discovering the backing of other accommodating administrations.
Assist you with making sense of who you are and what you need out of your training, your profession, and your life.
Be somebody for you to converse with about your musings, thoughts, emotions, and worries about your vocation and instructive decisions, who will assist you with sorting out, compose, and understand your contemplations and sentiments.
Assist you with distinguishing the elements impacting your vocation advancement, and assist you with surveying your intrigues, capacities, and qualities.
Assist you with finding assets and wellsprings of profession data.
Help you to focus next steps and add to an arrangement to accomplish your objectives.
Since Career improvement is a deep rooted procedure, Profession Directing can be fitting for anybody, including first year recruits, sophomores, youngsters, seniors, and even graduated class. The prior you begin settling on purposeful choices about your future, in any case, the better set you up will be! We prescribe that all green beans come in and visit with a Career Instructor.


The Voice UK Blind Auditions continue today (Jan 12) from 3 PM EST/8 PM GMT to 4:30 PM EST/9:30 GMT.
Tom Jones, Olly Murs, Jennifer Hudson and will.i.am are set to return to the coaches panel, along with host Emma Willis. The new twist this season is Trios. For the first time, groups of three will be able to audition alongside solos and duos.
Lauz – 'A Little Less Conversation' by Elvis – 17 year old from Essex. Dad loves the music scene, even if he knows nothing about it. She performs a slinky/rock-y version of the Elvis classic. She's got some pitch problems throughout, which is probably why no one hits their buttons. Olly says "I should have turned." He should have! It would have been a one chair turn with no competition. Seems to be the only way he can fill his team.
Olly mentions how his audition song "Superstition" for that "other show" changed his life. The coaches talk him into belting out a performance.


text:
Sejlflod é um município da Dinamarca, localizado na região norte, no condado de Nordjutlândia.

O município tem uma área de 208 km² e uma  população de 9 401 habitantes, segundo o censo de 2004.

Ligações externas

Municípios da Jutlândia do Norte


text:
Bibles & Hymnals
Home > Church > Doctrine & Theology > THE ULTIMATE LADDER OF BIBLICAL PROPHECY
THE ULTIMATE LADDER OF BIBLICAL PROPHECY
The ultimate ladder of biblical prophecy focuses on Daniel's last prophecies that span from the prophet's era until today. In this book you will discover: How Daniel became a prophet. Who the "king of the north" and the "king of the south" are. The meaning of the conflict between these two enigmatic personages. Who Michael is and what it means when he "arises. Dimensions: 155 x 230 m Binding: paper back. 128 pages
http://www.iadpa.orgitem282384.html
The ultimate ladder of biblical prophecy focuses on Daniel's last prophecies that span from the prophet's era until today. In this book you will discover:
How Daniel became a prophet.
Who the "king of the north" and the "king of the south" are.
The meaning of the conflict between these two enigmatic personages.
Who Michael is and what it means when he "arises.
Dimensions: 155 x 230 m Binding: paper back. 128 pages
by Richard Litke
Product Reviews for THE ULTIMATE LADDER OF BIBLICAL PROPHECY
HOPE'S END-TIME SECRETS
UNDERSTANDING DANIEL 11:2-12:3 IN SEVEN STEPS
HOPE IN THE MIDST OF CHAOS
SEVENTH-DAY ADVENTIST BELIEVE
52 5-MINUTE SERMONS FOR KIDS
THE TRUTH. THE WHOLE TRUTH, AND NOTHING BUT THE TRUTH
BIBLE AMPLIFIER - EXODUS
THE NEXT SUPERPOWER
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text:
Motorcycles and the two wheeled thrills and spills that come with them have always played a large part in our petrolhead education. Jack's Dad had great fun messing about with Norton's, BSA's and the like in the late 1950's and early 1960's. Bedtime stories often centred around exciting yarns of nights spent at the Ace Cafe in London and terrifying Chicken Run escapades along parts of the A406. Barney also spent many a weekend in his youth on the Motorcross track and more often than not an evening in Accident and Emergency with the unlucky parent who drew the short straw.
Honda RC30
So, at some point it made sense for us to add a bike to the Classic Heroes collection. The trouble came when trying to narrow down which one met the criteria that satisfied both of us. Even simple things such as era, nationality and type of bike were argued and debated over and over again. In the end, we came back to our tried and tested formula; the bike had to have serious motorsport heritage, it had to be a homologation special which would have been produced in limited numbers with unrivalled engineering excellence.
The final and most difficult requirement was that the bike needed to make you feel special. It had to deliver a connection with the road that was beyond what would normally be expected and deliver thrills and excitement to the level normally only experienced on a track.
In the end, there was a clear winner; the Honda VFR750R or better known to most enthusiasts under it's factory cipher as the RC30.
Less than a year after it's launch, the RC30 had become a dominant force in most of the main branches of motorcycle road racing. Grand Prix excepted. In many ways this should not have been a surprise. It was designed with one single purpose in mind; to win the newly created World Superbike Championship. It set new standards of chassis integrity and suspension performance. It was ready to race at national and international level and yet it was still a street bike, available at a price ordinary folk walking into a Honda showroom could afford.
Seasoned racers stood slack jawed at how right the RC30 was straight out of the crate. American Freddie Merkel took full advantage of the genius and technical wizardry of the Honda Racing Corporation's engineers and won consecutive WSB titles in 1988 & 1989. Meanwhile, a certain Carl Foggerty was proving the new Honda was not just dominant in short circuit racing but that it was also durable enough to win endurance classics as well. Foggy piloted an RC30 to win the TT F1 World Championship in 1988 and 1989 and also the equivalent FIM Cup in 1990. The bike was living proof that in a fusion of magnesium, titanium and aluminium, Honda could build something really special in a world of compromise and mass production.
The RC30 had a host of technical and exotic features. Quick release front forks and a gorgeous single-sided swing arm – essential for speedy wheel changes really put down a marker of intent. A 748cc, 16-valve V4 engine with gear-driven cams and and a close ratio 6 speed gearbox provided the power and drive whilst a host of light but tough special metals reduced the weight to just 185KG. None of this came cheap. The list price of an RC30 in 1988 was £8,499 – virtually double the cost of rival super-sport 750's.
A total of just 4,782 bikes were hand made and sold between 1988 and 1989. This particular example was originally delivered to Italy and it's first owner lived just north of Venice in the town of Gaiarne. The bike has covered just 3,100 miles and is in as new condition. It comes with a full set of manuals, service book, tool roll, sales brochures and parts catalogue. It sits pride of place in our showroom with is stunning lines and beautiful livery and is a beacon of attention for most visitors to the Classic Heroes HQ. As Bike magazine stated, "no other bike from the late 1980's is lusted after like the RC30" and we certainly would agree.


Iy you ever played the old arcade games like 'Mortal Combat" you might enjoy this game. It requires you to use both hands, just like the old games. Combo moves, lots of bad guys to fight and really great graphics. Love the scary girl character. If you just want action, this might be a game for you. No mousing, two handed involvement.
This game is lame, and dumb. You match people up on this dance floor on this cruise line. You have to keep track of their interests, and if they don't have the same interests just get them drunk and they'll dance no matter what. That's right they tell you to get them drunk. Not a kid friendly game, oh and not an adult friendly game either, as its just plain stupid and boring.
I have four of the of the Amazing Adventure games and all of them are about the same, which is good by me. The objects are not to hard to find and the mini games are not so difficult that you have skip them. Well worth the money. Great way to relax after being on your feet all day.


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Songs You Should be Listening To - New Music From Foals, Cage The Elephant, Vampire Weekend + More
At least once a week Manley and I have a mini music meeting in our office. We blast the new, new and we're either jamming out or yelling "Next!" Hey, being a music nerd can be brutal, but someone has to do it. We rounded up some jams that we think you should be listening to right now, check them out!
Manley says:
Foals - Everything Not Saved Will be Lost Pt. - Listen, I know there are a lot of great new songs out this week, including stuff from Black Keys, The National, and my girlfriend Meg Myers, but the only new stuff I'm spending time with this weekend is the new album from Foals. I'm already obsessed with Sunday and Exits. Can't wait to see what other songs raise their hand as certified bops.
Video of Foals - Sunday [Official Lyric Video]
Vampire Weekend - Sunflower ft. Steve Lacy - One of my favorite bands just released a song that has some serious 60's/Woodstock vibes and I couldn't be happier! We now have three new songs from their forthcoming album, Father Of The Bride, which will drop on May 3rd!
Video of Vampire Weekend - Sunflower ft. Steve Lacy (Official Audio)
Meg Myers - Running Up That Hill - It's International Women's Day and Meg Myers just gave us a powerful cover of Kate Bush's song, "Running Up That Hill"! Meg has said she doesn't particularly like covering other artist's music because she wanted to sing music that was truly authentic to her, but when she discovered this Kate Bush song, she said it resonated with her soul for years like nothing ever before. It is truly a solid cover, hope you enjoy!
Video of Meg Myers - Running Up That Hill [Official Audio]
Cage The Elephant - House Of Glass - Thank you, CTE for never disappointing us with your music! The guys are back and are giving us a taste of their upcoming album, Social Cues that will drop in April! Take a listen to their latest song and let mw know what you think!
Video of House Of Glass
Meg Myers


Financial wellness "sounds like a greater good upon which we can all agree" but, in practice, "earning the buy-in and support for these programs is complex", according to a recent white paper on the topic. With strategic improvements, financial wellness programs could be more useful to, and have a greater impact on, the financial condition of employees, it says.
According to recent surveys, more than half the millennials in the workforce may not have not started saving for retirement. However, some studies say that many millennials have been contributing to a workplace retirement savings plan since their early 20s.
At the 2018 SPARK Forum (Nov 4-6th, in Florida), Team Congruent attended sessions on service delivery transformation, multiple employer plans or MEPs, and on student loans. Retirement industry experts shared their views on effective leadership techniques, multiple employer plans' anticipated stakeholder impact, and on ways to encourage millennials to save in 401(k) plans.
A team from Congruent was at the 2018 SPARK Forum in Florida, earlier this month. In a series of blog posts, we will share interesting insights from the sessions. The first post is on the key takeaways from a session on how neuroscience is being used to improve retirement outcomes.


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Daddies, daughters dance toward rebuilding relationships
Friday was Rebekah Moritz's big night. But it was also a big night for her dad.
Daddies, daughters dance toward rebuilding relationships Friday was Rebekah Moritz's big night. But it was also a big night for her dad. Check out this story on battlecreekenquirer.com: http://bcene.ws/2a1bSw3
Landon Hudson, Free Press special writer Published 2:11 p.m. ET July 25, 2016
Daddy Daughter dance at Mariners Inn
Jovan Taylor, 37, of Detroit, kisses his daughter Lynn Taylor, of Detroit, while dancing with her during the 3rd annual Daddy Daughter Dance at Mariners Inn homeless shelter for men battling addiction in Detroit. The dance is an opportunity for fathers and daughters of all ages to celebrate the important work of relationship rebuilding. Ryan Garza, Detroit Free Press
Rebekah Moritz, of Redford, fixes the tie of her father William Moritz, of Redford, during the 3rd annual Daddy Daughter Dance at Mariners Inn homeless shelter for men battling addiction in Detroit on Friday July 22, 2016. 'I can't even explain it. I haven't seen her in three months,' William said. 'It made my heart jump when I saw her. I'm very happy.' The dance is an opportunity for fathers and daughters of all ages to celebrate the important work of relationship rebuilding that takes place for their recovery process. Ryan Garza, Detroit Free Press
Arron Barker, 47, of Detroit, dances in his chair while sitting with his daughter and grandaughter during the 3rd annual Daddy Daughter Dance at Mariners Inn homeless shelter for men battling addiction in Detroit on Friday July 22, 2016. The dance is an opportunity for fathers and daughters of all ages to celebrate the important work of relationship rebuilding that takes place for their recovery process. Ryan Garza, Detroit Free Press
Eugene Dickens, of Detroit, holds the hands of his step daughter Alissa Alston, of Detroit, as they communicate during the 3rd annual Daddy Daughter Dance at Mariners Inn homeless shelter for men battling addiction in Detroit on Friday July 22, 2016. The dance is an opportunity for fathers and daughters of all ages to celebrate the important work of relationship rebuilding that takes place for their recovery process. Ryan Garza, Detroit Free Press
Renay Canty, of Detroit, holds a rose her father James Canty, of Detroit, gave to her during the 3rd annual Daddy Daughter Dance at Mariners Inn homeless shelter for men battling addiction in Detroit on Friday July 22, 2016. The dance is an opportunity for fathers and daughters of all ages to celebrate the important work of relationship rebuilding that takes place for their recovery process. Ryan Garza, Detroit Free Press
Shaniyla Roy, of Detroit, blocks her face as her father,a Mariners Inn homeless shelter alumni Kenneth FosterBey, of Detroit, tries to get video of her during the 3rd annual Daddy Daughter Dance at Mariners Inn. The dance is an opportunity for fathers and daughters of all ages to celebrate the important work of relationship rebuilding that takes place for their recovery process. Ryan Garza, Detroit Free Press
Andre Iler, of Detroit, picks up a rose to give to his daughter during the 3rd annual Daddy Daughter Dance at Mariners Inn homeless shelter for men battling addiction in Detroit. Ryan Garza, Detroit Free Press
Arron Barker, 47, of Detroit, holds his granddaughter Arianna Smith, 2, while sitting with his daughter Jasmine Barker, during the 3rd annual Daddy Daughter Dance at Mariners Inn homeless shelter for men battling addiction in Detroit on Friday. Ryan Garza, Detroit Free Press
Rebekah Moritz, of Redford, fixes the tie of her father William Moritz, of Redford, during the 3rd annual Daddy Daughter Dance at Mariners Inn homeless shelter for men battling addiction.(Photo: Ryan Garza, Detroit Free Press)
At 9, Rebekah donned a belted pink-chiffon dress, white tights and black-patent-leather Mary Jane shoes. All for a special date -- with her father.
William Moritz is a resident of Mariners Inn, a recovery center for men who are homeless and working to overcome substance abuse.
"I can't even explain it -- I haven't seen her in three months," said William Moritz, 46, of Redford Township, seated beside Rebekah.
On Friday, Mariners Inn became a decorated dance room, hosting its third annual Daddy Daughter Dance.
"Daddy, do you want some lemonade?" Rebekah asked her dad, as the two dug into dinner before the dancing.
Mariners Inn staff, interns and volunteers all pitched in for this third-annual father-daughter event, arranging flowers and preparing a cupcake bar. Mariners Inn covered all costs of the evening including tuxedo rentals -- obtained at a discount from Steve Petix Tuxedos of Livonia, a staffer said.
The center's clients, accustomed to T-shirts and blue jeans, stood tall in rented tuxedos and shiny black formal shoes Friday afternoon as they welcomed daughters -- and, some of them, granddaughters -- in girly finery. As they arrived, there were big smiles, a few shouts of joy and some tearful hugs.
Some of the dads' youngest dates, like 20-month-old Re'Nay Canty, looked like future ballerinas in their stiff little tutus, clearly inspired by the event's theme: "Tuxedos and Tutus."
"Things like this keep me grounded," confided Re'Nay's dad, James Canty, 39, of Detroit. Canty graduated seven months ago from the substance-treatment program at Mariner's Inn, and he now works for the city of Detroit's parks department in maintenance, he said. He returns to Mariner's Inn often for special events, which helps him to stick to his newly sober lifestyle, he said. Just then, he lifted Re'Nay from his lap and let her take a solo turn to the DJ's music.
"Go ahead, get it baby!" he called, as the youngster began swaying to the beat, drawing admiring words and giggles from onlookers.
Carina Jackson, chief operations officer at Mariners Inn, said the idea for a dance came about in 2014 as a way to give fathers in the program the chance to share a special night with their daughters.
"We wanted to give the men an opportunity to participate in an event that they may have missed out on in their addiction," Jackson said.
"One of the daughters of our alumni said she had never gone to a dance with her dad, so her first one was three years ago when we started this. She and her dad attend every year and will be there this year also," Jackson said.
Renay Canty, of Detroit, holds a rose her father James Canty, of Detroit, gave to her during the 3rd annual Daddy Daughter Dance at Mariners Inn homeless shelter for men battling addiction in Detroit on Friday July 22, 2016. (Photo: Ryan Garza, Detroit Free Press)
Some of the daughters were far older than those at the typical father-daughter dance. Like 28-year-old Jasmine Barker, 28, of Detroit, who clutched her own 2-year-old daughter. But mom was there to dance with her father, Arron Barker, she said.
"I was late -- traffic was bad -- but I wasn't going to disappoint him," Jasmine Barker said, as her father nodded and smiled.
"Many times we have adult women attending with their fathers," Jackson said. "These are girls who maybe didn't get this chance years ago with their fathers. Now they can both experience it," she said, adding: "It gives the men an opportunity to make up for lost time."
The center provides family counseling for the men and their family members, as part of their substance-abuse treatment.
The event was an outgrowth of the institution's Strengthening Families Program, which works to reunify men with their children, and which provides parenting classes so that the bonds remain strong and constructive, Jackson said.
"Sometimes it's a struggle getting the daughters there because the men need to make amends," Jackson said. But for those who attend and reconnect, parent to child, the sheer activity of the dinner-dance event is therapeutic.
"Just look at the smiles," she said.
Free Press Staff Writer Bill Laitner contributed to this report.
Read or Share this story: http://bcene.ws/2a1bSw3
Vietnam vet gets BC high school diploma, more than 50 years late


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Carlyle closes sub-Saharan Africa fund at $698m
The Carlyle Group has closed its maiden private equity fund targeting sub-Saharan Africa at $698m, 40 per cent above target, underscoring the growing appeal of investing on the continent.
Africa attracts a tiny proportion of the world's private equity money, but interest has grown in the region of 1bn people, buoyed by oil and gas discoveries and a growing consumer class.
Although many smaller funds have launched in the past decade, targeting single countries or sub-regions, Carlyle is one of the first global alternative asset managers to launch a dedicated sub-Saharan African fund.
Marlon Chigwende, managing director and co-head of Carlyle's sub-Saharan Africa advisory team, told the Financial Times that half the funding came from first-time investors in Africa, including 10 per cent from Africa itself.
Even so, private equity fundraising in Africa has yet to draw equal with its 2007 peak year, when the African Private Equity and Venture Capital Association estimated private equity houses raised $4.7bn, compared with $3.3bn last year.
Many investors see opportunities in investing in notoriously private family businesses keen to expand beyond their domestic markets.
Carlyle says it will try to gain exposure to Africa's emerging middle class, targeting consumer, logistics, financial services and telecommunications sectors.
"[Investing in Africa] is much better than it has been historically," said Mr Chigwende. "If you look at the quality of the growth, the emerging middle class has made it a stabler and broader base.
A lot of the growth if you go back 16 years started off in the extraction industry, but over the last 10 years it's flipped - two-thirds of the growth is now consumer-driven and that's more sustainable."
The fund, which launched in early 2012 when emerging markets and natural resources were more in favour than they are today, has made two investments.
It has backed Tanzanian agriculture trading company, Export Trading Group, and soon after invested in a trucking and logistics company in Mozambique, where new gas finds are likely to propel the coastal country's growth.
East Africa has historically been overlooked by private equity funds because of its smaller, fragmented and less developed markets, but is beginning to draw in big hitters.
Last year, Kenya signed 12 private equity deals - more than the established markets in Nigeria and South Africa, according to a survey from Deloitte and Africa Assets last month. East Africa leads the field compared with other regions, with 26 deals, although the deal sizes are generally much smaller.
Pan-African private equity fund ECP invested in a regional coffee shop chain, while Catalyst has backed Tanzanian toothpaste and tea manufacturers.
Donald Kaberuka, president of the African Development Bank, one of the cornerstone investors in Carlyle's fund, described Africa as "a new global growth pole".
Data are increasingly catching up with such big claims: Africa's most populous country, Nigeria, this month released GDP figures based on improved data that increased the size of its economy to $509bn, an 89 per cent rise and so overtook South Africa.
This week Temasek, Singapore's state investment company, closed its first Nigeria deal, investing $150m in an oil and gas group, five months after it spent $1.3bn to acquire stakes in gasfields in Tanzania.
Original article by Katrina Manson


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Clear, 70° F
Keyword: Houston Livestock Show and Rodeo
Houston Livestock Show and Rodeo cancelled for 2021
The Houston Livestock Show and Rodeo announced Wednesday that the 2021 rodeo, which had been previously rescheduled to May, has now been cancelled outright, according to a press release from the … more
By R. Hans Miller | News Editor | 2/4/21
Houston to declare health emergency regarding COVID-19
Houston officials announced in a 12 p.m. press conference today that the Houston Livestock Show and Rodeo will close down due to novel coronavirus cases present in the Houston area. The action … more
R. HANS MILLER | 3/11/20


He inherited his father's bingo business in 1963.
He developed the bingo business in to a hotel and casino company.
He started investing his profits in real estate.
And with those profits he acquired the Golden Nugget Las Vegas.
Wynn Resorts is one of the most successful casino operators in the world.
His net worth is US$ 3 billion.
He keeps a model of his yacht in his office.
He purchased his current yacht while she was under construction.
Her asking price was US$ 215 million.
He owns 2 Gulfstream private jets: A G450 (N88WR) and a G650 (N711SW).
The motor yacht was started as Project Touchdown . It was hull number 695 at Feadship. She was put for sale during construction asking US$ 215 million.
The yacht has a steel hull and aluminum superstructure. Sje is powered by 2 MTU engines. Which bring her a top speed of 17 knots. Her cruise speed is 12 knots. We estimate her range at at least 5,000nm.
We were informed that the yacht was sold to Wynn. He named her Aquarius like his previous Amels yacht.
The Aquarius yacht has an interior design by Sinot Exclusive Yacht Design. She can accommodate 14 guests in 7 staterooms. We estimate her number of crew at around 30.
One of the yacht's features is a bar and lounge area at sea level, located under the glass bottom pool.
See renderings of this spectacular area hereunder. The yacht also features an helicopter landing pad, a gym and a beauty salon.
The previous Aquarius was built as MY Shanti by Amels in 2007 to a Terence Disdale Design. She has a length of 67.6 meters (222ft). She has a steel hull and can reach a top speed of 17 knots.
Who is Stephen Alan Wynn?
He is the founder and Chairman of Wynn Resorts Limited. It is a developer and operator of luxury hotels and casinos. Wynn played an important role in the rise of the Las Vegas Strip. He is responsible for resorts as The Bellagio, and The Mirage. And the casino resort The Golden Nugget and Wynn and Encore.
When Wynn's father died in 1963 he inherited his bingo business. Which he developed in to a hotel and casino company.
The casino mogul invested his earnings into some other businesses. In 1971 he realized a successful real estate deal. With the profits he acquired the Golden Nugget Las Vegas gambling hall. He turned it into a luxuries hotel and casino. Which became extremely profitable.
He is now one of the most successful casino operators in the world. His company Wynn Resorts now owns four exclusive casino properties.
Wynn Las Vegas, Wynn Macau Resort, Encore at Wynn Las Vegas and Encore at Wynn Macau. In 2013 Wynn resorts realized a revenue of US$ 5.6 billion with a net profit of US$ 1 billion.
Winn Las Veas has 2,700 rooms, 18 restaurants and two theaters. There is a a man-made mountain, 1,960 slot machines and an 18-hole golf course. There is an artificial lake, two ballrooms, a 38,000-square-foot spa and f itness center. There is a museum with Wynn private art work collection. Further there are 31 boutiques, five swimming pools, a Ferrari car dealership and a Maserati car dealership. And finally there are two wedding chapels.
His net worth is estimated at US$ 3.5 billion (August 2018). He is a collector of fine art.
He is famous for spending more than US$ 30 million per painting for several famous works. He owns works by Rembrandt and Picasso.
In 2012 Wynn sold a Picasso painting (Le Reve) for US$ 155 million to a manager of hedge funds.
He divorced from his ex wife Elaine Wynn in 2009. She was co-founder of the Mirage Resort. Elaine Wynn net worth is US$ 1.85 billion.
He owns two private jets: a 2007 Gulfstream G450 with registration N88WR. And a Gulfstream G650 with registration N711SW. Wynn used to own a Boeing 737 with registration N88WR. But the jet was sold in 2015 and now bears the registration N788DP.
Wynn and his wife Andrea Hissom own several houses including a large mansion in Beverly Hills. Wynn bought this property in 2015 for US$ 48 million. Seller was Guess founder Maurice Marciano. In 2017 a permission was asked by local authorities in further enlarge this already huge mansion.
He has a collection of rare and expensive cars. His cars include a US$ 3 million LaFerrari. He owns a Ferrari Enzo and several Bentleys. He also owns the largest collection of Rolls Royce cars in the USA.
The Feadship Aquarius in Amsterdam.
Stephen Alan Wynns Gulfstream G650 private jet has a list price of $75 million.
His amazing Feadship yacht which he bought for US$ 215 million.
The luxury yacht is designed by Sinot Exclusive Yacht Design.
Wynn's G450. She has the same colors as the G650 but less windows.
The bedroom on board the BBJ 737 which is now sold.
His US$ 48 million house in Beverly Hills.
The yacht has an amazing interior by Sinot Exclusive Yacht Design.
Her main lounge has many windows which bring a lot of light.
The owner's stateroom is very big and has 2 bath rooms.
A US$ 5 million LaFerrari.
The inside of his Rolls Royce. He owns many Rolls Royce cars.
The Wall Street Journal reported on allegations of sexual misconduct. Here are the key articles from our investigation. A 23-year-old spa attendant said she was sexually harassed by Wynn. The WSJ alleged that Wynn and the company did not disclose a $7.5 million settlement payment made to a former Wynn Resorts manicurist over a sexual harassment claim. Wynn denied the allegations. But Wynn resigned as chairman and chief executive of his company.
The company's stock has declined more than 35% last year. Wynn Resorts and the Nevada Gaming Commission reached a settlement following a disciplinary complaint.


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Gundogan admits Germany are still 'a bit insecure'
Germany's first two games since their World Cup disappointment were "more positive than negative" according to midfielder Ilkay Gundogan.
Ilkay Gundogan claimed Germany's performances against France and Peru represented a fresh start after the country's World Cup disappointment, but admitted the team remains "a bit insecure".
The Manchester City midfielder came on as a second-half substitute in Germany's goalless draw with France in the Nations League on Thursday and he played from the start three days later as Die Mannschaft beat Peru 2-1 in a friendly.
Germany's players celebrate after winning the international friendly soccer match between Germany and Peru in SinsheimRONALD WITTEKEFE
The outings were Germany's first since Joachim Low's men crashed out of the World Cup at the group stage, registering their worst performance in the competition in 80 years.
After goals from Julian Brandt and Nico Schulz earned victory over Peru in Sinsheim, Gundogan told reporters: "I think this fresh start should be seen as more positive than negative.
"I think defensively we delivered, we didn't let the opponents create many chances, especially against an opponent like France this is an achievement. On the other hand there are quite a few things we have to do better: we only scored two goals, although we had many chances. Especially today in the first half we should have scored more goals than we did."
Germany suffered defeats to Mexico and South Korea either side of a win against Sweden at the World Cup, and the team's performance prompted fierce criticism of Low and his squad from the country's media.
Gundogan indicated he and his team-mates were still recovering from the experience, saying: "I think its obvious that we are maybe a bit insecure because of the past weeks and months. But that's normal and human.
Glad to win this match against a tough opponent! 👍🏼🇩🇪 // Glücklich dieses Spiel zu gewinnen gegen einen schwierig zu bespielenden Gegner! 👍🏼🇩🇪 #Sinsheim @DFB_Team pic.twitter.com/uOgjwe7zPY
— Ilkay Gündogan (@IlkayGuendogan) September 9, 2018
"We have to get back step-by-step to where we were before the past few months. I think we have enough potential to make it better next time."
Gündogan
M. City
NewsStatistics
Germany national football team
Peru national football team
German team


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The Daily Texan • September 11, 2019 • https://thedailytexan.com/2019/09/11/student-apartment-complex-moontower-set-to-open-in-west-campus-in-2020/
Student apartment complex Moontower set to open in West Campus in 2020
Erin Eubanks
Moontower, a new student apartment complex, will open in West Campus in fall of 2020.
General manager Nicole Portugal said the 18-story complex will add 567 housing units to the area. The building will be located at the intersection of San Antonio and West 22nd Streets, and the floor plans at the complex will range from studios to five-bedroom apartments, Portugal said.
"Our prices vary depending on how high up you want to live and what kind of view you want," Portugal said. "We do have the student lifestyle and desires in mind, and we want to offer something comfortable
and affordable."
Portugal said individual units will include 55-inch televisions, in-unit washing equipment and utilities, such as cable and internet, included in rent. She said the building will provide access to a rooftop lounge, individual study rooms and ground floor cafe.
Sports management sophomore Merritt Moreau said these amenities appeal to students who are seeking to live in West Campus. Moreau said she likes when housing complexes have coffee shops in the lobby.
"I do like having a community study space, just because you don't always want to be studying in your room," West Campus resident Moreau said. "Having something close to home
is nice."
Portugal said Moontower management will also provide programming for students through Campus Advantage's Students First Experience. This program provides students with events, community engagement opportunities and referrals to campus resources, according to the official website.
"Students First focuses on living, learning and careers," Portugal said. "The staff are working really hard to prepare things like events and workshops so residents feel integrated into a student community beyond classes."
While Moreau said she thought more apartment buildings would create more places for students to live, she does have concerns about losing nonapartment space in West Campus.
"There'll be less parking for sure, especially for people who are trying to have people in town and want to walk around the area," Moreau said.
Portgual said Moontower would have five stories of underground parking space for residents.
Moreau said more housing would create a wider variety of places for people to live.
"I'm sure when (the buildings) go up, it'll be a nice place to live, but it feels kind of cluttered," Moreau said. "They're packing so much in such a small space."
Mathematics junior Caroline Latta said students will now have more options to live in an area they might prefer over one that is more affordable but less convenient.
"Pricing can sometimes be an issue," Latta said. "We obviously live in Central Austin, and housing is really expensive here, and that might drive students away from living closer to campus."
Latta said increased housing in West Campus might balance out the cost of housing for students and keep students closer to the Forty Acres.
"West Campus is a really safe neighborhood," Latta said. "The pricing isn't always within student budget, but with more competition, things will probably be a little bit better."


Paul Heyman On Brock Lesnar's WWE Schedule, Rosa Mendes Backstage Video, Asuka's Character - Wrestling Inc.
"Well, this whole concept of working a few more shows is actually Brock's. Brock truly enjoys lacing up his boots. What drove Brock crazy when he was first in WWE was the travel and the schedule. And ultimately, he doesn't live to work, he works to live. He wants to spend time with his family more than he wants to be on the road 250 days a year, and he figures his family needs a father more than WWE needs Brock Lesnar. Though with that being said, this is the best of all worlds. He's agreed to more dates per year, which gives WWE more access to their top box office attraction, and Brock gets to do what he loves doing."
- As noted, Rosa Mendes is working as the WWE.com SmackDown correspondent while she's pregnant and away from the ring. In the video below, Rosa announces her new gig and Heath Slater shows up, then "party pooper" Adam Rose arrives. Slater insinuates that Rose is the father of Rosa's baby but they quickly shoot that down.
EXCLUSIVE: Heath Slater insinuates that Adam Rose is THE FATHER of Rosa Mendes' baby.


Robert Drage has completed his final year as Cello Performance student at the University of Auckland, where he studied with Martin Rummel. He is the principal cellist of the Auckland Youth Orchestra and a member of the National Youth Orchestra. He has a special interest in performing new music, from orchestral works to chamber music and solo works.
His ensemble ETACETI won the Auckland Chamber Music Society prize in 2012 playing George Crumb's Vox Balaenae. This ensemble also reached the final of the 2012 Pettman/ROSL Arts International Chamber Music Scholarship. He has received performance prizes at the Douglas Lilburn Composition Prize in both 2012 and 2013.