text:
Roger Smith (executive)
Roger Bonham Smith
(1925-07-12)July 12, 1925
Columbus, Ohio, U.S.
November 29, 2007(2007-11-29) (aged 82)
Detroit, Michigan, U.S.
Automobile executive
Chairman and CEO of General Motors
Roger Bonham Smith (July 12, 1925 – November 29, 2007) was the Chairman and CEO of General Motors Corporation from 1981 to 1990, and is widely known as the main subject of Michael Moore's 1989 documentary film Roger & Me.
Smith seemed to be the last of the old-line GM chairmen, a conservative anonymous bureaucrat, resisting change. However, propelled by industry and market conditions, Smith oversaw some of the most fundamental changes in GM's history. When Smith took over GM, it was reeling from its first annual loss since the early 1920s. Its reputation had been tarnished by lawsuits, persistent quality problems, bad labor relations, public protests over the installation of Chevrolet engines in Oldsmobiles, and by a poorly designed diesel engine. GM was also losing market share to foreign automakers for the first time.
Deciding that GM needed to completely change its structure in order to be competitive, Smith instituted a sweeping transformation. Initiatives included divisional consolidation, forming strategic joint ventures with Japanese and Korean automakers, launching the Saturn division, investing heavily in technological automation and robotics, and attempting to rid the company of its risk-averse bureaucracy. However, Smith's far-reaching goals proved too ambitious to be implemented effectively in the face of the company's resistant corporate culture. Despite Smith's vision, he was unable to successfully integrate GM's major acquisitions and failed to tackle the root causes of GM's fundamental problems.[1]
A controversial figure widely associated with GM's decline, Smith's tenure is commonly viewed as a failure, as GM's share of the US market fell from 46% to 35% and the company lapsed close to bankruptcy during the early 1990s recession.[1][2][3] Consequently, CNBC has called Smith one of the "Worst American CEOs of All Time," stating, "Smith...had the right idea but may have lacked the intuition to understand how his rip-up-the-carpet redo would affect the delicate web of informal communication that GM relied upon."[4] In 2013, he was included on Fortune's list of the "10 Worst Auto Chiefs," with writer Alex Taylor III stating, "He wasted billions trying to revive the sagging giant through diversification (EDS and Hughes), automation (robotized factories), reorganization (two superdivisions B-O-C and C-P-C), commonization (GM-10 cars) and experimentation (Saturn). Smith's legacy was a fleet of lookalike autos, an unqualified successor, and a mountain of debt that pushed the company close to bankruptcy in 1992."[5] Smith and his legacy remain subjects of considerable interest and debate among automotive writers and historians.
1.1 Beginnings with General Motors
1.1.1 Poletown plant controversy
1.2 Reorganizing General Motors
1.2.1 1984 reorganization
1.2.2 GM10 debacle
1.2.3 Drive for modernization
1.2.4 Acquisitions and divestitures
1.3 Solar Challenge
2.1 Death
Beginnings with General Motors[edit]
Smith spent virtually his entire professional career working for General Motors. He was born in Columbus, Ohio, the son of Besse Belle (Obetz) and E. Quimby Smith.[6] Smith earned his bachelor's degree in business administration at the University of Michigan in 1947, and his MBA at the University of Michigan's Ross School of Business in 1953. He served in the United States Navy from 1944 to 1946.
Smith began his career at GM in 1949 as an accounting clerk, and had become the company's treasurer by 1970, and vice president the following year. In 1974, Smith was elected executive vice president in charge of the financial, public relations, and government relations staffs. He ascended to GM's chairmanship in 1981.
Poletown plant controversy[edit]
In 1981, mayor Coleman Young and the city of Detroit won a notorious landmark decision in the Michigan Supreme Court, Poletown Neighborhood Council v. City of Detroit that allowed the city to use its eminent domain power to raze an existing immigrant neighborhood in neighboring Hamtramck. In order to transfer the land to GM for the construction of a new factory, the city condemned the homes of 4,200 residents as well as numerous churches, schools, and businesses, including the original Dodge assembly plant opened in 1914 by John and Horace Dodge for their then new 1915 Dodge Brothers car ("Dodge Main").
Although the deal predated Smith's tenure as Chairman, he subsequently used the construction of the new Poletown factory, along with plants on a greenfield site in Lake Orion Michigan, and one in Wentzville, MO (an identical twin to Orion) to showcase the technology he felt would lead GM into a new era. Unfortunately, the factories failed to live up to their promise and since they were duplicates of existing GM factories, unable to flexibly produce different models, were ultimately panned by critics as obsolete on the day they opened.[3][7]
Reorganizing General Motors[edit]
Smith began the reorganization of GM that would define his chairmanship (see below), with the 1981 creation of the worldwide Truck and Bus Group, consolidating the design, manufacture, sales and service of all trucks, buses and vans under one umbrella. 1982 saw the creation of the Truck and Bus Manufacturing Division, which combined all truck manufacturing and assembly operations from their former divisions, but still a separate bureaucracy from that of the Truck and Bus Group.[8]
In 1982 Smith negotiated contract concessions with the United Auto Workers and cut planned raises for white-collar workers. After unveiling a more generous bonus program for top executives that provoked an angry response from the union, Smith was forced to back-pedal. Relations with the UAW, management, and stockholders remained strained. Profits improved in 1983 and Smith began unveiling his vision for reorganization, diversification, and "deindustrialization."[9]
One of the most controversial decisions made during Smith's tenure was the partial elimination of divisional autonomy in 1984. In the 1920s, Chairman and CEO Alfred Sloan, Jr. had established semi-autonomous divisions within the corporation, each designing and marketing their own vehicles (Chevrolet, Pontiac, Oldsmobile, Buick and Cadillac). This was considered a crucial factor propelling GM past market leader Ford in the 1930s. By the 1980s however, that autonomy (also including Fisher Body division producing the car bodies, and GM Assembly division building them) were seen as representing a dated business model that had led to needless large scale redundancy, infighting by the divisions, and a bloated internal bureaucracy.[10]
1984 reorganization[edit]
Smith took on the massive GM bureaucracy with disastrous results. A sea change in how GM would market and build cars in the future, the 1984 reorganization was intended to streamline the process and create greater efficiencies; the reverse actually occurred. Combining the nameplate divisions, Fisher Body, and GM Assembly into two groups, C-P-C (Chevrolet, Pontiac, Canada) to build small cars and B-O-C (Buick, Oldsmobile, Cadillac) to build large cars, the effort was subsequently criticized for creating chaos within the company. Longstanding informal relationships that greased the wheels of GM were severed, seemingly overnight, leading to confusion and slipping new product programs. The reorganization virtually stopped GM in its tracks for 18 months, and never really worked as intended, with the CPC division building Cadillacs and BOC building Pontiacs. The reorganization added costs and created more layers of bureaucracy when the new groups added management, marketing and engineering staff, duplicating existing staff at both the corporate and division levels. Almost ten years elapsed before the 1984 reorganization was unwound and all car groups were combined into one division.[10]
By the 1990s, GM's program of sharing components across divisions that began in the 70s as a way to cut costs grew into a marketing problem. After the 1984 reorganization forced teamwork by the divisions, parts sharing evolved into wholesale sharing of entire designs and simply re-badging vehicles for each division. Observers suggested that differences between automobiles produced and marketed by the Chevy, Buick, and Oldsmobile divisions were less distinct as a consequence. Automotive commentators cited a lack of a distinct brand identity and demographic changes as crucial factors in the demise of the Oldsmobile division in 2004. Compounding GM's problems was the fact that while entire platforms shared designs, the engineered parts beneath the surface, where customers didn't care or didn't notice were often not shared, which is where money could be saved. Analyst David Cole summed it up: "The engineering was 180 degrees out of phase. GM cars looked alike outside but were all different inside."[10]
GM10 debacle[edit]
Smith's major new car program prior to the 1984 reorganization, GM10 (also known as W-body), has been called "The biggest catastrophe in American industrial history."[10] Beginning in 1982, and costing $7 billion, the plan was to replace all midsize cars produced by Chevrolet, Pontiac, Oldsmobile, and Buick. The plan was huge in scope, calling for seven plants that would each assemble 250,000 of the cars, or 21% of the total U.S. car market. It was badly executed from the start, but the 1984 reorganization wrought havoc on the program and it never recovered. By 1989, the year before the last of the original GM10s were launched, GM was losing $2000 on every one of the cars it produced.[11] When asked by Fortune why GM10 was such a catastrophe, Smith replied, "I don't know. It's a mysterious thing. I've said I'll take my share of the blame on all those things. I was part of the team."[10] Nonetheless, the W-body platform that sprouted from the GM10 program lasted in production in some form until 2016.
Drive for modernization[edit]
A defining theme of Smith's tenure was his vision to modernize GM using advanced technology. Some have suggested he was ahead of his time in attempting to create a 21st-century organization in a company not ready for the technology. "Lights out" factories were envisioned, where the only employees were those supervising the robots and computers. This was obviously viewed negatively by the unions, and further strained relations. Over the decade of the 1980s, GM spent upwards of $90 billion attempting to remake itself,[12] including a 1981 joint venture with the Japanese robot manufacturer, Fujitsu-Fanuc. With the resulting venture, GMF Robotics, GM became the largest manufacturer of robots in the world. Unfortunately, the experience failed to meet the vision, with the new robots famously painting each other instead of the cars, or robots welding doors shut.[13][2] Ultimately, some robotic systems and automation installed in several plants were removed shortly after their installation. The astonishing sums expended were widely viewed as money wasted.[3][7] Responding to a 1986 report on 3-year capital expenditures projected at almost $35 billion, VP of finance F. Alan Smith (no relation) opined that the sum could be spent on purchasing both Toyota and Nissan resulting in a bump in market share overnight and openly questioned whether the proposed capital expenditures would pay the same dividends; they did not. By the time Smith retired, GM had evolved from the lowest cost producer in Detroit to its highest cost producer, due in part to the drive to acquire advanced technology that never paid dividends in efficiency.[11]
Acquisitions and divestitures[edit]
In 1984 Smith oversaw General Motors' acquisition of Electronic Data Systems from its founder Ross Perot for $2.55 billion, serving two purposes. First was the opportunity to modernize and automate GM to fulfill Smith's goals; second, it was an effort to broaden out of its manufacturing base and into technology and services. As a result of the EDS acquisition, Perot became GM's largest single shareholder, joined its board of directors, and immediately became a source of friction to Smith and a vocal and public critic of Smith and GM's management. In 1986 Smith and the board orchestrated a $743 million buyout of Perot's GM stock at a substantial premium over the market value of the shares. Perot accepted the buyout, but publicly denounced the expenditure as outrageous at a time GM was closing plants and laying off workers. He announced that he would put the money in escrow to give the automaker a chance to reconsider, but never actually sequestered the funds.[14]
This merger is described in detail in the book Call Me Roger by Albert Lee, a former GM speechwriter, 1988, ISBN 0-8092-4630-9. The structure of the deal was unusual in that EDS would be owned by GM, but Smith promised it would allow Perot autonomy to run the company. In addition, the stock of EDS became a special 'Class E' GM stock, which was separate from normal GM stock, an arrangement which almost got GM kicked off the NYSE. Perot eventually agreed to the deal, because, as Lee puts it, he was sold on the idea of saving millions of American jobs by helping GM fight off Japanese competition.[15]
The relationship between Smith, Perot, and the EDS executives ruptured openly in September 1985, during a meeting in Dallas that brought the EDS executive compensation issue to a head. Smith was reluctant to accept the EDS plan, substituting a plan of his own. Described in Irreconcilable Differences by Doron Levin, EDS' CFO was explaining to Smith how they felt GM's plan was inferior, when Smith lost his temper. "People in the room later would remember Smith's angry explosion as being wondrous and terrifying at the same time: wondrous for the extreme colors and sounds it brought to the room, terrifying because none of them had ever seen someone lose his temper so completely in a business meeting. The EDS officers stared in disbelief as the chairman of the world's biggest and most powerful company lost it."[14]
What ensued was one of the most vitriolic corporate battles of the 1980s, with Perot and Smith publicly exchanging barbs using the media, which delightedly splashed the story over every business publication in the U.S.. Perot notoriously lashed out at Smith in a 1988 exclusive to Fortune Magazine, saying: "My question is: Why haven't we unleashed their potential? The answer is: the General Motors system. It's like a blanket of fog that keeps these people from doing what they know needs to be done. I come from an environment where, if you see a snake, you kill it. At GM, if you see a snake, the first thing you do is go hire a consultant on snakes. Then you get a committee on snakes, and then you discuss it for a couple of years. The most likely course of action is—nothing. You figure, the snake hasn't bitten anybody yet, so you just let him crawl around on the factory floor. We need to build an environment where the first guy who sees the snake kills it."[16] Perot went on to needle Smith regarding the opulent 25th floor GM offices in New York, "An entire teak forest must have been decimated for that floor". Smith, who had obviously ignored the irony of the CEO of the largest public corporation in the world complaining about the opulence of the private office (which Perot had personally paid to furnish) of a rival, had responded to Perot's frequent criticism of GM's executive perks a year earlier, "Perot's office (in Dallas) 'makes mine look like a shanty-town. He has Remingtons; he has a Gilbert Stuart painting hanging on the wall. Nobody runs around saying 'Get rid of Ross's office''".[14][17]
A second large acquisition outside of the automobile industry followed in 1985, when Smith announced the purchase of Hughes Aircraft Company from the Howard Hughes Medical Institute for $5.2 billion. The company was merged with GM's Delco Electronics to form Hughes Electronics.
Smith's purchases of EDS and Hughes were criticized as unwise diversions of resources at a time when GM could have invested more in its core automotive divisions. GM spun EDS off as an independent company in 1996. After some major acquisitions in the mid-1990s by Hughes Electronics (Magnavox Electronic Systems and PanAmSat), GM divested most of Hughes assets from 1997–2003, including sale of defense operations to Raytheon in 1997, the spinoff of Delphi Automotive Systems in 1999, the divestiture of Hughes Space and Communications to Boeing in 2000, and acquisition of the remaining communications and satellite operations (mostly DirecTV) by NewsCorp in 2003.[citation needed]
Solar Challenge[edit]
In 1987, Smith chose to have GM enter in the first World Solar Challenge race and he hired AeroVironment to build a winning solar-electric vehicle. The resulting car, the Sunraycer easily won the race at a cost of just under 2 million dollars. The success of the Sunraycer led directly to the AeroVironment-designed GM Impact prototype which in turn led to the EV-1.[18][19]
Smith served as Chairman of The Business Council in 1989 and 1990.[20] His tenure at GM ended in 1990, one year after the release of the popular underground documentary Roger & Me, where many displaced GM workers called for Smith's retirement. Smith voluntarily retired from GM, and later toured the new Saturn facility in Tennessee, which he brought to fruition, in 1991.
A native of Columbus, Ohio, Smith was married for 53 years to his wife Barbara. They had two sons, Roger B. Smith and Drew J. Smith; two daughters, Jennifer A. Ponski and Victoria B. Sawula; as well as six grandchildren.
Death[edit]
Smith died on November 29, 2007 after an unspecified short illness.[21]
^ a b John Greenwald, "What Went Wrong? Everything at Once", Time, November 9, 1992
^ a b "On A Clear Day You Can Still See General Motors", The Economist, December 2, 1989
^ a b c Robert A.G. Monks, Nell Minow, Corporate Governance, 4th Edition (John Wiley & Sons, 2007)"GM Corporate Governance Case Study" Archived 2008-11-05 at the Wayback Machine
^ CNBC-Portfolio, "Portfolio's Worst CEO's of All Time", CNBC
^ Alex Taylor,"10 Worst Auto Chiefs", Fortune, April 3, 2013
^ Birth Record of Roger Bonham Smith
^ a b Lowell Turner, Democracy at Work: Changing World Markets and the Future of Labor Unions (New York: Cornell University Press, 1991)(Google Book Search image)
^ "Corporate Info - History - 1980". GM. Archived from the original on April 22, 2006.
^ Richard A. Wright Archived 2007-04-19 at the Wayback Machine,"Stockholder revolt- excerpted from West of Laramie; A Brief History of the Auto Industry" Archived 2008-09-07 at the Wayback Machine
^ a b c d e Alex Taylor III, Andrew Erdman, Justin Martin, and Tricia Welsh, "U.S. Cars Come Back", Fortune, November 16, 1992
^ a b Alex Taylor III, Sixty to Zero, An Inside Look at the Collapse of General Motors (Yale University Press, 2011)(Google Book Search image)
^ By Alex Taylor III, Alicia Hills Moore and Wilton Woods, "Can GM Remodel Itself?...", Fortune, January 13, 1992
^ Steven Parissien, The Life of the Automobile: The Complete History of the Motor Car (Macmillen, May 13, 2014)(Google Book Search image)
^ a b c Doron P. Levin, Irreconcilable Differences: Ross Perot Versus General Motors (New York: Plume, 1990)
^ Albert Lee, Call Me Roger (Contemporary Books, 1988)
^ Thomas Moore, The GM System is Like a Blanket of Fog, Fortune, February 15, 1988
^ Janice Castro, Peace for a Price at GM Time, January 15, 1987 (Misdated 1/26/07 in web archive)
^ The EV-1 Timeline
^ EV1 History Archived 2009-02-26 at the Wayback Machine
^ "Background". The Business Council. Archived from the original on 2016-03-03.
^ Maynard, Micheline (December 1, 2007). "Roger B. Smith, 82, Ex-Chief of G.M., Dies". The New York Times.
David Halberstam, The Reckoning (New York: William Morrow & Co., 1986)
Paul Ingrassia and Joseph B. White, Comeback: The Fall & Rise of the American Automobile Industry (New York: Simon & Schuster, 1995)
Paul A. Witteman, Roger's Painful Legacy, Time, November 9, 1992
Alex Taylor III, GM Gets Its Act Together. Finally. How America's No. 1 car company changed its ways and started looking like ... Toyota., Fortune, April 5, 2004; For an analysis of the 1984 reorganization, and past/present turnaround efforts
Jon Lowell, David C. Smith GM10; history's biggest car program, Ward's Auto World, March, 1986; For a contemporaneous optimistic view of GM10
Paul Ingrassia, How Detroit Drove Into a Ditch, Wall Street Journal, October 25, 2008
Final Offer (Documentary) - National Film Board of Canada, 1985 - Featuring Roger Smith in his Union negotians of 1984.
Wikiquote has quotations related to: Roger Smith (executive)
Obituary in The Times. December 4, 2007.
Roger Smith at Find a Grave
A film clip "The Open Mind - Another View of the Business of America (1984)" is available at the Internet Archive
Business positions
Thomas A. Murphy Chairman General Motors
Robert C. Stempel
Thomas A. Murphy CEO General Motors
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This page was last edited on 13 November 2018, at 07:09 (UTC).


These sandwiches look so pretty and taste so delicious, as well as being fun to make, that kids will love taking pride in putting it together and eating it, too!
To make the pesto, place all of the ingredients except the olive oil in a blender and blitz to a paste, then add the olive oil bit by bit and keep blitzing, until everything has come together to form a pesto.
For the sandwiches, layer a slice of bread with cream cheese, 1 tbsp pesto, cucumber slices, avocado slices and salad leaves (if using). Top with another slice of bread, then repeat with the remaining ingredients. Serve with any extra cucumber slices and salad leaves.
Want to take it a step further? Get the kids to come up with fun new green foods to add: sliced pitted green olives, fresh herbs, spinach leaves, green peppers, sprouts, roasted broccoli, etc.
Have the kids make the pesto by adding all of the ingredients to the blender and pushing the buttons to blitz. Give them a kid's knife or butter knife and show them how to spread the cream cheese and pesto on the bread, then let them layer the other ingredients and bread.


I received my cards yesterday. Thank you very much. I haven't looked through all of them yet but they seem to be in good condition. The cards look beautiful, my family is very impressed. I'll be recommending Parekh cards to my friends. Thanks again.


SpongeFred: Doing two things at once : impact your product!
Doing two things at once : impact your product!
Customer Experience Crossroads: The latest news on multi-tasking and what it means for customer experience: "on average, 20 hours a week -- attempting to do two things at once."
The first reaction I had reading this was, "how many times do I chat while I'm on the phone, or read an e-mail while chatting, or even on the phone?". This is not always the most productive way of doing things, and it takes great discipline to focus on one thing. So let's change that, well not really.
This trend is trending upward, more people are doing multi-tasking, what does this mean for me? As the post author says - getting the attention of people is becoming more and more difficult. I consider this an important trend to take into account when designing a user experience, our design must take into account that people's attention is not fully there. Making an easy to use product, with low customer support to use common business goals - takes a different direction when one knows about that trend.


text:
package linkedlist;

public class DoubleLinkedList {

	private NodeDouble head;
	private NodeDouble tail;
	private NodeDouble current;
	private int size;

	public DoubleLinkedList() {
		this.head = null;
		this.tail = null;
		this.current = null;
		this.size = 0;
	}

	public void insertLast(int valor) {
		NodeDouble newNode = new NodeDouble(valor);
		if(isEmpty()) {
			head = newNode;
			tail = newNode;
		} else {
			tail.setNext(newNode);
			newNode.setPrevious(tail);
			tail = newNode;
		}
		size++;
	}

	public void insertFirst(int valor) {
		NodeDouble newNode = new NodeDouble(valor);
		if(isEmpty()) {
			head = newNode;
			tail = newNode;
		} else {
			head.setPrevious(newNode);
			newNode.setNext(head);
			head = newNode;
		}
		size++;
	}

	public void remove(int valor) {
		if(head.getValor() == valor) {
			head = head.getNext();
		} else if(tail.getValor() == valor) {
			tail = tail.getPrevious();
		}
		if(search(valor)) {
			current.getPrevious().setNext(current.getNext());
			current.getNext().setPrevious(current.getPrevious());
		}
	}

	public int size() {
		return this.size;
	}

	public boolean search(int valor) {
		current = head;
		while(current != null) {
			if(current.getValor() == valor) {
				return true;
			}
			current = current.getNext();
		}
		return false;
	}

	public boolean isEmpty() {
		if(this.head == null) {
			return true;
		}
		return false;
	}

	public String toString() {
		NodeDouble current = head;
		String string = "Contents: \n <-->";

		while(current != null) {
			string = string + current.getValor() + "<--->";
			current = current.getNext();
		}
		return string;
	}

}

redpajama_set_name: RedPajamaGithub


Please, come to class clean and free of body odour or scents. Take a shower before class if you need to refresh yourself. Wear clean clothes to class. If you smoke, do not smoke in the clothes that you wear to class.
Arrive early enough to get settled for class. No late admittance as all the postures build on one another and if you miss the first breathing, you'll regret it for the rest of class! If you bring friends, they must be at the studio 15 minutes prior to the start of class otherwise they will be rushed in the registration and we will be rushed in getting them orientated!
Advise the trainer of any medical conditions or physical restrictions – even if they might seem trivial to you.
Bare feet only in the yoga studio! Also, please be sure your feet, like the rest of your body, are clean!
Refrain from talking once you enter the yoga room and no talking during class since you are breathing through your noses with your mouth closed. Of course, laughing is good!
Listen to the trainer! We all move together. Stay with the rest of the class to take advantage of the group energy – it really helps!
Stay still and focused between the postures for maximum benefit and speedy improvement. Unnecessary movement is a distraction to you and your classmates. Keeping still and resting makes the next posture easier!
No moving of the mats or towels during class; no use of props, including hand towels. Keep the wiping of sweat to a minimum – it just comes right back! Sweat is your body's natural cooling process so let it sweat!
If you are tired during class or just want a break and you are not in the front row, it's okay to sit on your towel during the standing series (do not lay down as you want to keep your head above your heart) and lay still during the floor series. Always keep your eyes open to stay present in the room. Rejoin the class as soon as you can.
Remain in the room for the entire class. This alone is a great accomplishment!
Plan to remain a few minutes after class to take advantage of the final savasana (entire relaxation!). When you are ready to leave, be respectful of your classmates and depart quietly, closing the door behind you.
Silence in the yoga room! Talk as much as you like outside of the yoga room!
Your primary goal is to remain in the room for the entire class.
If you think you might need to sit down during class, skip postures, or make modifications to any of the postures, please set-up your mat and towel towards the back of the room. The front row leads the energy in the classroom so please feel free to take a spot in the front row when you are feeling strong!
Remember - anytime that you are tired during class or just want a break and you are not in the front row, it's perfectly okay to sit on your towel during the standing series (do not lay down as you want to keep your head above your heart) and lay still during the floor series. Always keep your eyes open to stay present in the room. Rejoin the class as soon as you can.
Listen to the trainer, keep breathing and stay relaxed!
Simply try to do the postures the right way. If you try hard, concentrate, and follow the directions, then you are doing a perfect posture for you today.
Go into the postures slowly. Come out of the postures the same way that you went in (slowly…).
Measure your progress against yourself, not against anyone else in the room. Focus only on yourself. Remember your classmates are concentrating on their own practice and not looking at what you are doing.
You might feel very tired. This is absolutely normal and a good sign that your body is cleansing. Your energy levels should be restored to normal within several classes.
You might find yourself feeling extremely energetic and experience difficultly in sleeping. Don't worry – this is a good sign that the yoga is truly filling you up with energy. You don't have insomnia. You just have more time to do the things you enjoy.
You might feel sore or stiff the day after class. Come back to class as soon as possible! Your body is waking up and coming alive and you want to keep the process going!
You might feel nauseous, dizzy, or headachy after class. This could be a sign that you are dehydrated. Please drink lots of water, perhaps adding electrolytes. Or it could be a sign that you were trying so hard that you weren't breathing normally. Please breathe normally during every posture.
You might experience some skin irritation. This too is normal. It means that the skin is releasing toxins. Showering after class will wash the toxins away. It will also help normalize the body temperature.
You might feel very hungry after class for a while or you might lose your appetite completely. Both reactions are normal. If you are concerned about your weight, don't worry too much either way. Once you get into a regular practice pattern, your appetite and your weight will normalize. You'll find yourself feeling and looking leaner and younger!
Please discuss any concerns or questions with your trainer. We're here to help and want you to get maximum benefit from Yoga Sculpt n Shape!


text:
Q: multiple inputs of the same name in an html form I have some html code that contains a form. When submitted it sends a post request to a server. The form has various inputs, each with a name and a value, however there are some inputs with the same name.
Here is an example of what I mean:
<form action="http://example.com" method="post">
    <input name="name" value="val">
    <input name="name" value="val">
    <input type="submit">
</form>

First, I am confused as to how there can be two values of the same name. Please note that I have tried removing one of the instances of <input name="name" value="val"> however this returns an error so it seems that both instances are needed.
Second, I am trying to convert this to a python request using the request library.
I have the following request:
requests.get(url = URL, params = PARAMS).json()

Where PARAMS is a dictionary of the various inputs. For example:
PARAMS = {'name':"val"}

However, being a dictionary, I can't have multiple instances of the same value. How do I make this work? Thanks

A: If there are duplicated names then the values will be in an array with the name. The demo below sends to a live test server and the response is directed to an <iframe>

<form action="https://httpbin.org/post" method="post" target="response">
  <input name="name" value="val">
  <input name="name" value="val">
  <input type="submit">
</form>

<iframe name='response'></iframe>

A: What you are looking for is to use input arrays. With them, you can have many inputs sharing the same name, and in the server side, the data will be treated as an array. So the HTML would be:
<form action="http://example.com" method="post">
    <input name="name[]" value="val1">
    <input name="name[]" value="val2">
    <input type="submit">
</form>

redpajama_set_name: RedPajamaStackExchange


text:
making pat's salsa
Posted: June 30th, 2013 | 1 Comment »
so glad divya kept this. so much in that salutation.
Posted: June 30th, 2013 | No Comments »
courtesy of la garconne
#is he crying?
greatness at earthquake weather:
Gandhi vs. Tenenbaum
Ironically, I just filmed some footage for a friend of mine at the Forest Hills Tennis Center, a great old stadium where the US Open used to be played, as well as a venue for acts like the Beatles, Sinatra, the Stones and Dylan. In the late 80s, after the US Open moved to Flushing and the community board halted concerts, its been little used and fallen into some disrepair.
It's soon to be renovated with the intention of bringing concerts back to the stadium – and we were hired to capture a bit of the "before" stage. Built originally in 1923, it has a great, musty, slightly overgrown feel to it, with weeds and trees winding their way through the old wooden benches of the stadium….complete with a feral cat family setting up shop in the old storage rooms.
A recent NYT article about the rennovations and upcoming concerts here.
Little did I know it was also the set for Richie's epic meltdown, against the one and only Gandhi. There's a shot in there with Gene Hackman (I think that's Hackman) in a straw hat sitting in the last row, in front of a stone eagle. I can confirm, those eagles are still there.
It was a strange day out there in Windswept Fields.
#richie tenenbaum #gandhi #Forest Hills Tennis Stadium #Is he crying?
good logo
to try to do the right thing
Photo by Art Streiber for The New York Times
from the 2011 ny times magazine interview with mike white:
Because White's film characters tend to elicit existential discomfort, he often gets pegged as a satirist. "I don't know," he said. "I think I'm more of an absurdist than a satirist. I think I'm more of a — humanist? I hate to say it!" This made him laugh. But it's an accurate description, in the sense that he returns again and again to the subject of what it's like and what it means to be human — to try to do the right thing, to screw up, to feel bad, to try again.
my office right now
there is no safe-for-work picture of a steam room/sauna, but you get the idea.
no but seriously
PEOPLE REALLY LIKE TO TALK
accidentally wrote "ice cram cake."
picked up clyde, got a beer, came back to work, drank beer quickly, immediately no longer want to be at work.
NEVER BRING A BEER AND DOG TO WORK.
meanwhile, listening to this bobby blue bland song.

redpajama_set_name: RedPajamaCommonCrawl


Conor Woodman is a respected journalist and reporter on global financial and social issues. He has written and reported from the four corners of the globe on all manner of pertinent issues, from gangs and organised crime to slavery and diamond smuggling.
Conor's experience with some of the most poverty-stricken people in the world informs his reports about the widening gap between rich the poor, and has moved him to become actively involved in fairer global social and business practices. His work as a radio and television presenter has taken him around the globe, reporting for such programmes as BBC Radio 4's From Our Own Correspondent.
With a number of books to his name, Conor has been listed for the Orwell Prize several times. His books have been acclaimed by both critics and the public. His first volume of work, the Adventure Capitalist, lead to one of his most successful television productions: Around the World In 80 Trades, a four part series for Channel 4. From 2012 until 2014, he was the TV presenter for the National Geographic Channel's series Scam City, which looked at the darker side of the global tourist industry and, also in 2014, he completed his first feature length documentary film True Appaloosa.
In October 2015, Conor's dramatic short film Jester premiered at the Sunscreen West Film Festival in Los Angeles.
Conor is a popular host at corporate events. He possesses a skill for empathy that allows him to tailor his talks to different audiences whilst still conveying the message that trade and enterprise are the fundamental pursuits that connect us as human beings. He uses examples from trading camels in Africa to surfboards in Mexico to show us that making a profit is a universal concept but does not have to be one that is inexorably driven by greed.
Conor's Motivational Talks centre on "How to reinvent yourself and do what you want to do". His message is based on a fundamental remit that it's never too late to follow your dreams and do what you want to do while still being fair to your fellow man.


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Adimab: A potential one-stop shop for antibodies
David P. Hamilton	 July 20, 2007 7:20 AM
Adimab, a Lebanon, N.H., biotech startup developing a "platform" for the discovery and commercialization of yeast-derived antibodies, raised $6 million in a first funding round (hat tips to the In Vivo Blog and VentureWire). The company was founded by Darthmouth's Tillman Gerngross — who co-founded GlycoFi, a biotech acquired by Merck last year for $400 million — and MIT's Dane Wittrup. Both researchers are chemical engineers with a longstanding interest in protein expression and engineering.
The concept behind Adimab is kind of intriguing, although it's also complex and limited to solving a particular set of business-process issues — which, when you think about it, is just about what you'd expect a pair of engineers to come up with. The problem, at heart, is that monoclonal antibodies are a pain for many pharmaceutical companies to work with, due to the fact that discovering them and preparing them for use as drugs involves a variety of disparate technologies, many of them owned by a hodgepodge of other companies and institutions. Working out licensing agreements to acquire rights to all these technologies is possible, but still something of a headache.
As I understand it from an interview Gerngross gave to In Vivo, Adimab plans to address this problem by developing its own bottom-up system for discovering new antibodies and moving them along the development process. (The company's name, which it prefers to capitalize as "ADiMaB," is a mash-up of several of these development steps: Antibody Discovery, Maturation and Biomanufacturing.) Ideally, this yeast-based "platform" would yield antibodies that aren't tied down by the web of intellectual property that covers many of today's antibodies, making a potentially attractive fit for the first Big Pharma company that comes along. In fact, Gerngross seems explicitly mercenary about his intentions, telling In Vivo that "we're building a business that will service pharma better than anyone else and [one] that could very quickly trigger an acquisition."
Which is great so far as it goes, I suppose, although it's hard to get too worked up about a new company when one of the co-founders seems to want it to disappear into some big-company bureaucracy as quickly as possible. The technology behind Adimab, however, is pretty interesting, involving as it seems to fairly recently developed techniques for forcing yeast cells to produce human antibodies (a 2006 Wittrup paper describing this technique of "yeast surface display" is here). Although since this also sounds a lot like what GlycoFi was doing, it will be interesting to see how Adimab's approach differs.
In addition to the advantages described above, yeast-based production of human antibodies would presumably also be considerably faster and more efficient than current techniques, which generally involve mouse antibodies that require additional "humanizing" so they aren't eliminated by the immune system when used as drugs. Of course, the technology is still at an early stage, and to the best of my knowledge, no yeast-derived antibody has even been tested in humans as an experimental therapeutic, much less turned into a functioning drug. (As always, if you know otherwise, please let us know in comments.)
Adimab's first-round investors are SV Life Sciences and Polaris Venture Partners.


One of our shirts with our logo on! These shirts have a pocket and back print and are printed on quality AS Colour shirts.
Available with pink or powder blue on black!
Includes unlimited streaming of The Cutaways via the free Bandcamp app, plus high-quality download in MP3, FLAC and more.
Want something to hold!? Grab a CD!
All tracks that available online, also available on the CD! The artwork is the same as what you see here and it's in a cardboard wallet. Muscle In bonus track on CD from 27/03/17.
What would we talk about, when there's nothing to say?


text:
Pi () ist der Oberbegriff für mehrere Blasinstrumente, die in der höfischen und dörflichen Musik von Thailand und Laos gespielt werden. Hierzu gehören überwiegend Doppelrohrblattinstrumente mit zwei oder vier Rohrblättern. Diese werden in einteilige zylindrische Doppelrohrblattinstrumente (Kurzoboen) und zweiteilige konische Doppelrohrblattinstrumente (Kegeloboen) eingeteilt.

Zur ersten Gruppe gehören in Thailand drei unterschiedliche Größen mit einem hölzernen Spielrohr: die kleine pi nawk, die mittelgroße pi klang und die große und am weitesten verbreitete pi nai. Sie sind neben anderen mit der piri in Korea, der hichiriki in Japan, der duduk in Armenien und der mey in der Türkei verwandt.

Die zweite Gruppe beinhaltet ebenfalls drei Instrumente: die kleine pi chanai, die mittlere pi chawa und die große pi mon. Sie besitzen ein hölzernes Spielrohr und einen aufgesetzten Schallbecher aus Metall und entsprechen dem in Asien weit verbreiteten Typ, zu dem die indische shehnai und die orientalische surnai gehören.

Pi wird auch häufig als Kurzform von pi nai verstanden. Entsprechende Blasinstrumente in Laos tragen die thailändischen Namen. In Kambodscha heißen vergleichbare Oboen pey. Nicht mit den Doppelrohrblattinstrumenten verwandt sind pi genannte Durchschlagzungeninstrumente, die in Nord- und Nordostthailand (Isan) in der dörflichen Unterhaltungsmusik gespielt werden (unter anderem pi jum und pi saw aus Bambus und die aus einem Wasserbüffelhorn bestehende pi sanai).

Literatur
 David Morton, Terry E. Miller: Pī. In: Laurence Libin (Hrsg.): The Grove Dictionary of Musical Instruments. Band 4, Oxford University Press, Oxford/New York 2014, S. 68f

Doppelrohrblattinstrument
Traditionelles thailändisches Musikinstrument

redpajama_set_name: RedPajamaWikipedia


On 6 April, Muslim women bravely staged a sit-down protest against the police who wanted them to vacate the Monument in Newcastle so that a motley band of a few fascists could hold their hate protest in the city centre. Socialist Party members, alongside others, stood four-square with them.
Newcastle's Muslim community has been under attack from the far right. One of the women told us she is often spat at, and has had her hijab pulled off.
In the north east local mosques and education centres have also been ransacked and graffitied.
Shamefully, the police harangued these women and those supporting them. Eventually, using a megaphone, the police read out section 14 of the 1986 Public Order Act in order to forcibly move us.
Unfortunately, amidst all this the Socialist Workers Party (SWP), under the banner of 'Stand Up to Racism', took the decision to immediately evacuate the Monument so the far right could occupy the space.
This was done without any consultation with other forces there, including the Muslim women, and meant the counter-demo was divided.
Also, the area where the police eventually corralled everyone was vulnerable to attacks from the far right as it was next to one of the many entrances to the Metro station.
How to deal with aggressive policing in such situations, with open threats of arrest, is an issue that needs to be discussed.
But when the SWP was approached by one of our female members who disagreed with their stance, she was met with a tirade of abuse.
The women from the Muslim community were courageous. We need to ensure that in future the iconic landmark of the Monument is not allowed to be taken over by the far right.
This will require the wider labour and trade union movement to start to take the threat of the far right seriously and organise accordingly.


If you have any questions about our inventory, email Wei Wang→, CRB Bookshop Coordinator.
In 1952, the first issue of Aperture, a quarterly journal devoted to creative photography, launched in San Francisco. Founded by a small circle of photographers and critics—Minor White, Dorothea Lange, Barbara Morgan, Ansel Adams, Nancy and Beaumont Newhall, Ernest Louie, Melton Ferris, and Dody Warren—Aperture's stated mission was to communicate with "serious photographers and creative people everywhere, whether professional, amateur or student." Teacher, writer, and influential photographer Minor White serves as editor, and was involved until his death in 1976. In 1953 Aperture's editorial offices move to Rochester, New York, and eventually New York City.
Aperture magazine has consistently claimed photography's place in the contemporary arts while distributing images and writings by practitioners who challenge the limits of the medium. Recognizing both Aperture's legacy and photography's important history in San Francisco, Curatorial Research Bureau and the Aperature Foundation have partnered to regularly present a selection of recent issues of the magazine combined with archival issues (many featuring Bay Area luminaries) that exhibit a cross section of photography past and present.
2nd Cannons, Aperture Foundation, Carla, East of Borneo, Filip Editions, Inventory Press, Motto Books, New Documents, Onomatopee Projects, Primary Information, Soberscove Press, Sternberg Press, Koenig Press, Mousse Publishing, Eros Press, Roma Publications, Paraguay Press, Wiels, and many more.


text:
Починаючи з 1966 року, дванадцять ізраїльтян були удостоєні Нобелівської премії.

Лауреати

Див. також

 Список Нобелівських лауреатів за країною

Нобелівські лауреати за країною
Наука в Ізраїлі


text:
Olios obscurus är en spindelart som först beskrevs av Eugen von Keyserling 1880.  Olios obscurus ingår i släktet Olios och familjen jättekrabbspindlar. Inga underarter finns listade i Catalogue of Life.

Källor

Jättekrabbspindlar
obscurus


We have been trying to avoid having to do all the design and architecture of the new content entry system ourselves since we are paying the outsourcing company to do it. However, we have had quite a few false starts, which I think could have been avoided if we had gotten together to explain things much earlier in the process.
The first week after we signed their proposal, they said they wanted to work on brainstorming by themselves. We tried several times to be involved on some level because we felt it was important for them to understand how the Vignette system worked and how our Content Delivery Application (CDA) works because they will have to integrate with it. They came to us at the end of the second week with a highly abstracted design, which had some pluses to it, but they thought all they had to deal with was articles, when in fact, we have about 30 different content types. We had mentioned this to them several timeswhile they were writing the proposal, but somehow it didn't completely sink in.
They decided to do some more braintorming and design sessions by themselves and again we offered assistance severral times. They wanted a copy of our Oracle tables, so we exported them to a DVD so they could have their own install. They came back at the end of the third week with a hybrid system which would use their system for content entry of items the editors deal with and the Vignette system for control of the websites themselves. This might seem like a good solution for breaking the large project up into smaller pieces, but again, we had already told them that they could not integrate with the Vignette system tables – there is too much prioprietary code which inserts items all over the tables – and it would be a lot of work for the CDA to handle pulling some content from Vignette's tables and some content from the content entry tables. The database object layer would be a mess – plus we'd have to rewrite the CDA twice (or more) to handle the steps from the content entry project.
Finally, they sat down with our lead programmer (now the web systems manager) to really listen to how the Vignette system worked and how our CDA works. After a couple of hour+ sessioins, we think they are finally on the right track. They have a database layout that seems to be doing in the right direction, and now we are waiting for them to integrate versioning.
This entry was posted in Web on June 4, 2006 by Sarah Worsham.


William Maginn, "Gallery of Literary Characters: William Godwin, Esq." Fraser's Magazine 10 (October 1834) 463.
Yonder walks William Godwin! The marks of age press heavily upon him; but there gleams out of that strange face and above that stranger figure he eye of fire which lighted up with the conceptions of Caleb Williams and St. Leon. Wonderful books! Once read, not only ever remembered, but ever graven on the mind of those who know how to read. We can enter into the feeling of Lord Byron's exclamation, when, after asking Godwin why he did not write a new novel, his lordship received from the old man the answer, that it would kill him. "And what matter," said Lord Byron; "we should have another St. Leon."
But it was not to be. There is power, and stirring thought in Fleetwood, Mandeville, and Cloudesley; but they are not what Lord Byron called for. The promised Seven Sleepers, which was to be the conclusion of a new series of St. Leon, has never come; and of Godwin the novelist we suppose there is an end. Of Godwin the politician we have little good to say. He started in opposition to the received views of the world on all the most important affairs in which that world is concerned; and it is perfectly unnecessary to add, that the world beat in the end, as indeed in his case it deserved to beat. The principles of his "Political justice," derived as it was pretended from the Bible, would, if they could have been acted upon, have subverted all the honourable relations of society, and destroyed all the ennobling or redeeming feelings of the heart. Godwin himself, as he confesses in his preface to St. Leon, was sorry for having insulted, in that cold-blooded and, we must say, absurd book, those charities and duties which are the links of life: we should be much surprised if he has not since repented of all the work. In his answer to Malthus, he shewed that true feelings were prevalent in his mind, though he failed in producing the fit refutation of the desperate quackery which he opposed, and which was destined to fall to destruction before the hand of Sadler. His Thoughts on Man, containing much that is eloquent, contain but little that is profound; and we are sorry to find, that though his scepticism on the most vital points is not so recklessly urged as in former days, it is scarcely abated. His historical work on the Commonwealth is a failure; it in reality is not superior to the schoolboy-histories which he published under the name of Edward Baldwin, — in one of which (that of Rome) he was so careful as to omit the defeat of the Cimbri by Marius.
His personal history is not fortunate. He was originally, we believe, a preacher in some heterodox sect; but when "the lion was to lie down with the lamb," as was so beautifully brought to pass by Robespierre, and other tender-hearted dispensers of the mercies of Jacobinism, he forsook his divinity for politics. He was afterwards a bookseller, on Snow Hill, but not lucky in trade. The circumstances of his connexion with Mary Woolstonecroft his marriage and its consequences, his children and their several histories, are too well known to render it necessary that we should do more than allude to them. We may say, however, that in no man's fate was the evil of acting on wrong principles so manifested to the destruction of all that could in any relation of life confer happiness or conduce to honour. In writing The Life of Mary Woolstonecroft, he has done more good unintentionally than it ever could have, intentionally or otherwise, done evil. We shall not have any such lady in our literature again.
He has now taken his place in our world of authors; and we incline to think, that Caleb Williams and St. Leon are the only books of his which will be remembered. His mind is not productive, — therein singularly differing from that of Sir Waiter Scott, with whom alone, as a novelist of power, he of all our contemporaries can be compared. There is a want of invention even in his best books; and we can believe the current story, that Caleb Williams was written to illustrate a system, or to prove that a novel might be composed without reference to the passion of love. Once fairly embarked in his book, he forgot his systems; but the idea of so originating them proves that there is a deficiency in the mind. The phrenologists inform us, that the organ of veneration is wholly and most singularly absent in his head; — we do not exactly believe in phrenology; but his works prove to us, that there is some want in his intellect which operates to control the impulses of his genius.
The Whigs have had the kindness to give him a hundred a-year in some place in Somerset House, which props his declining days. They gave Mr. T. Macauley �10,000. It is well.


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7.6K records
About Sanity.io
Sanity.io is the company responsible for the development of Sanity CMS. By treating content as data, modern organizations use Sanity's APIs to build editing workflows and share content between systems to increase digital velocity. The company was founded by Even Westvang, Magnus Kongsli Hillestad, Oyvind Rostad, and Simen Svale Skogsrud in 2016.
Sanity.io is a headless CMS platform that uses APIs to structure a company's content. The software acts as a back-end for content management and provides access to various APIs, libraries, and tooling that allows users to access previously developed content.


At your disposal expansive internal capabilities for performing software development services successfully. Eldev department follows the best of breed practices and existing metrics to manage service performance and maintain business continually.
One of the aspects we pay special attention to is business continuity and security management. To provide it, we use special security and backup policy, which covers such issues, as backup locations, recovery scripts, information security policy, access control, organizational security, personnel and environmental security. The result of such an approach is to have our response reactive, flexible, and stable from the very request processing till the final product release.


text:
Home - Industry News
Electric Ireland appoint Echo Managed Services
TOPICS:Call CentreContact CentreEcho Managed ServicesElectric IrelandOutsource
Electric Ireland appoints customer contact specialist Echo Managed Services to boost engagement and improve customer experience
Electric Ireland – the leading energy retailer in Ireland – has partnered with outsourced customer contact specialist, Echo Managed Services, to increase engagement and improve customer contact and satisfaction across the north and south of Ireland.
Echo will be deploying field agents across Northern Ireland and the Republic of Ireland to engage directly with Electric Ireland's SME and residential customers – providing face to face engagement and support on payment options for those experiencing issues meeting bill payment terms.
The contract win comes following a period of expansion for Echo both north and south of the border, which has seen the creation of 24 new jobs in Northern Ireland and six in the Republic, strengthening the outsourcer business' position in line with its strategic growth plans for Ireland.
Echo already has extensive experience of working with businesses in the utilities market and has carved out a strong reputation for itself in this field through its work with Northern Ireland Water over the last 10 years, as well as working with 15 energy companies and 18 water providers in England, Scotland and Wales.
Commenting on the partnership, Andrew Giles, payment and credit control manager at Electric Ireland, said: "We are delighted to be partnering with Echo Managed Services to further boost engagement with our customers. We are very proud of the excellent customer service we deliver and this will help us build on this to ensure our customers receive a consistently high quality service."
The energy supplier was recently named Northern Ireland's top electricity supplier by consumer champion 'Which?' – a reputation Echo wants to help build on as Lloyd Birkhead, managing director at Grosvenor Services Group, part of Echo Managed Services, explains:
"Echo has been growing from strength to strength both in Northern Ireland and the Republic of Ireland, with this latest contract win bolstering this growth. We are really looking forward to working with Electric Ireland and building on its existing highly-regarded reputation by delivering an even higher standard of customer service and contact.
Our mission is to go above and beyond what is already being delivered while ensuring to treat all Electric Ireland customers as individuals. We will have people on the ground, speaking to customers as the human face of Electric Ireland – boosting engagement and delivering a well-rounded customer experience for those using its services."
For additional information on Echo Managed Services visit their Website
For additional information on Electric Ireland visit their Website
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text:
White House says it will double COVID-19 tests for schools
The gigantic wave of Omicron infections has disrupted plans for students and teachers to return to school and for workers to go back to the office.
Dr. Mayank Amin administers a dose of the Pfizer-BioNTech vaccine against the coronavirus disease (COVID-19) to Deven Sharma, 13, at a booster clinic for 12 to 17-year-olds in Lansdale, Pennsylvania, on January 9, 2022.
HANNAH BEIER/REUTERS
By Nandita Bose / Reuters
Jan 12 — The Biden administration on Wednesday announced a new set of measures to keep classes open, including doubling COVID-19 testing capacity in schools with 10 million more tests, as the Omicron variant spreads rapidly through the United States.
The United States reported 1.35 million new coronavirus infections on Monday , shattering the global record for daily cases in any one country. Omicron is now estimated to account for 98.3% of total new cases circulating in the country, the Centers for Disease Control & Prevention (CDC) says.
The gigantic wave of infections has disrupted plans for students and teachers to return to school and for workers to go back to the office.
In response, the number of COVID-19 tests available to schools will be increased by 10 million per month, the White House said in a statement, saying this will help schools more than double the volume of testing compared to November 2021.
Half of the new free rapid tests will be distributed each month to help kindergarten to 12th grade (K-12) schools remain open, the statement said, while lab capacity will be available to support five million monthly PCR tests for schools.
Critics have accused President Joe Biden of not focusing enough on testing in the fight to control surging Omicron cases and hospitalizations, amid growing reports of acute shortages of test kits around the country.
The White House and top health officials have defended the response, including announcing earlier this month that 500 million rapid tests would be available free to all Americans in January.
The new steps come as some school districts move to virtual classes again to escape the Omicron wave. The politics over how to keep schools open is also expected to be a significant issue in the upcoming midterm elections and has already been a subject of intense debate, with Republicans saying the administration has not done enough on the issue.
Other steps announced on Wednesday include CDC and states working together to meet demand for additional tests for school districts. The first such deliveries will be made later this month, the administration said.
Federal agencies will ensure federal testing sites can support K-12 schools, connecting local school districts with testing providers and offering full reimbursement to schools that set up diagnostic and testing programs.
The administration said it had so far distributed $10 billion in resources to states for testing at schools, funding that was included in the coronavirus legislation signed into law last year.
The White House said those efforts have resulted in 96% of schools being able to open in-person classes this month, up from 46% of schools in January 2021.
Last year, the CDC endorsed a test-to-stay strategy, which allowed schools to use frequent testing to keep students in class after exposure to someone with COVID-19, as an alternative to mandatory quarantine. The agency will release additional materials later this week to help schools implement this strategy, the White House said.
(Reporting by Nandita Bose in Mumbai; editing by Karishma Singh and Frank Jack Daniel.)
Related Topics: NEWSMDCORONAVIRUS
COVID-19 deaths top 2,600 in South Dakota, new record for most active cases
SIOUX FALLS, S.D. — Another 19 South Dakotans have died with COVID-19, the state Department of Health reported Friday, Jan. 21, raising the state's death toll past 2,600.
By Jeremy Fugleberg
Active COVID-19 case count surpasses peak in North Dakota
For the first time since a November 2020 peak in cases, the number of active infections has surpassed 10,000. Health experts believe the known cases only paint part of the picture since many other residents are infected but haven't been tested at an official site.
By Jeremy Turley
In the Northeast, which saw some of the highest case loads during the latest surge, infections are down 36% week-over-week. The drop was more modest at the national level, with the seven-day average of new COVID-19 cases falling 1% as of Wednesday, according to the Reuters tally.
By Maria Caspani / Reuters
COVID-19 cases spike at North Dakota long-term care facilities, but vaccines reduce severity
"We see through the data that when we have a high vaccination rate in facilities, absolutely we have less infection there," said North Dakota Long Term Care Association President Shelly Peterson. "It really does work. It really does make a difference."
By Michelle Griffith


Protestantism, Scotland--Church history., and Church of Scotland--History.
London : John Murray, 1872.
New York : Thomas Whittaker, 1897.
Protestantism, Devotional literature., Conduct of life., and Christian life.
New York : Charles Scribner's sons, c1901.
Baptists--Massachusetts--History., Boston (Mass.)--Church history., Protestantism, Second Baptist Church (Boston, Mass.)--History., and Hymns, English--United States.
Boston : Graves & Young, 1865.
Episcopal Church--History., Protestantism, and Autographs--United States.
Boston : James R. Osgood, 1885.
Protestantism, Hymns, English--History and criticism., and Young Men's Christian Associations--Hymns--History and criticism.
Boston : Pilgrim Press, 1901.
Protestantism, Hymns, English., and Episcopal Church--Hymns.
New York : E. P. Dutton, 1872.
Protestantism, Hymns, English., and Tune-books.
London : Novello, Ewer, 1876.
New York : Charles Webster & Co., 1888.
Presbyterian Church in the U.S.A. General Assembly.
Protestantism, Presbyterian Church in the U.S.A.--Government., and Presbyterian Church in the U.S.A. General Assembly.
Philadelphia : Presbyterian Board of Publication, 1861.


At some point throughout my incarceration I felt lost. Through the grace of Hudson link I was able to finally find my purpose in life. Basically what Hudson link has given me was an opportunity to redefine my time. And I'm proud of who I am today and it's not because I did time – it's because I acquired an education. I still have something to be proud of, and that's a lot.
A college degree is far more than a piece of paper or letters after a name; it can alter one's identity by instilling confidence, dignity, and possibility. Many incarcerated men and women never have the opportunity to pursue quality higher education. In fact, 61 percent of incarcerated persons have less than eight years of education. Upon release from prison or jail, they are stigmatized for their worst offense and no better off than when they entered.
Hudson Link for Higher Education brings college education and life skills to current and formerly incarcerated men and women. Active in six prisons, Hudson Link offers college preparatory courses, associate's degrees, and bachelor's degrees. They also partner with colleges to help students who have been released to complete their degree program on campus. Once students are released from prison, Hudson Link provides an active alumni network to help students stay connected, sharpen job readiness skills, and find jobs.
With more than 450 students enrolled annually, Hudson Link witnesses the power of education to transform lives and positively affect families. Instilled with the confidence that comes from accomplishment and empowered to set a positive example for their kids, men and women are able to begin repairing broken family relationships and embark on a path to healing that stretches far beyond prison walls.
Hudson Link has strong ties to both prison populations and corrections administration. About half its staff participated in Hudson Link programs while incarcerated and upon release, joined Hudson Link to help bring the same transformational educational opportunities to inmates. Dedicated to giving people a second chance, Hudson Link brings more than education to prisons; they bring community and hope. The educational journey to a degree in prison fosters a sense of community, accomplishment, personal responsibility, and hope for a life many never thought possible. The downstream impact is tremendous.
In New York State, 42 percent of men and women released from prison return within three years — fueling the negative effects of incarceration on communities, as well as draining the state's resources. In contrast, only 4 percent of Hudson Link graduates return to prison. While it costs $60,000 a year to incarcerate one person in New York, it costs Hudson Link only $5,000 to educate someone for one year. In addition to saving the state millions of dollars every year, Hudson Link is empowering individuals to return to their communities with confidence, knowledge, skills, and tools to give back. To date, Hudson Link has awarded over 500 degrees.
Sean Pica was one of five boys in his family – the only one to go to prison and the only who went to college. Over the course of 16 years, Sean stayed at nine different maximum security prisons. At every one, he signed up for classes – for his family more than for himself. A couple classes quickly turned into over 400 college credits, a bachelor's degree from Nyack College, and two master's degrees from NYTS and Hunter College. For the last nine years, Sean has served as the executive director of Hudson Link. In his tenure, the program has expanded from one site and one college partner to six sites and seven college partners. Having garnered trust and respect throughout the prison population, Sean has inspired incarcerated men and men to pursue an education, while also building lasting partnerships with leading academic institutions to bring the best academic programs to prisons.
Hudson Link is a 2017 S+ Catalyst. Through participation in the Catalyst Program, Hudson Link receives training from industry experts in organizational development, branding, measurement and growth, and strategic relationships to amplify their impact and strategically expand their reach.
Sean Pica is one of Hudson Link's founding members and an alumnus of the Class of 2001. After serving a 16-year sentence, Sean was released from prison and joined the board of Hudson Link, later becoming the executive director in 2007. He has since grown the program from 60 students in one facility to more than 510 students in 6 correctional facilities, as well as launched an alumni services program. Sean received an MPS from New York Theological Seminary and an MSW from Hunter College. He is active in several prison education initiatives, including the New York State Council on Community Re-Entry and Reintegration and the New York State Consortium for Higher Education in Prison.


Find Baby Little Red Riding Hood Costumes Halloween shopping results from Amazon & compare prices with other Halloween online stores: Ebay, Walmart, Target, Sears, Asos, Spitit Halloween, Costume Express, Costume Craze, Party City, Oriental Trading, Yandy, Halloween Express, Smiffys, Costume Discounters, BuyCostumes, Costume Kingdom, and other stores.
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In the position of Senior Engineer, ASIC Verification is a key technical role, the ideal candidate will: Key Responsibilities: Take joint ownership of verification for Wireless MAC blocks Working closely with MAC designers to define test plan Analyze and debug simulation failures Generates code coverage and functional coverage report Run and debug gate level simulation Perform the constraint assertion-based verification Review and enhance Verification methodology pre-silicon verification Requirements: BS in Electrical Engineering with 5+ years of experience Working experience with Medium Access protocols Working knowledge of networking protocols, such as 802.11 and 802.3, is a plus Hands on experience with simulation & debug tools Fluent in verification language such as UVM/System Verilog Familiar with the whole ASIC verification flow form test plan to test bench development and through final tapeout sign-off Experience with various scripting languages and utilities such as Make, Perl, Python, or Tcl Experience working with geographically dispersed teams Why work for us? Leader in Wi-Fi: Quantenna is the recognized leader in Wi-Fi technology. Our customers have recognized this and are working with us in defining their next generation products Career Growth: Gain exposure to a broader experience, opportunity to see more, learn more and do more Endless opportunity for engineers from working on cutting edge wireless technology such as 8x8, MU-MIMO, beam-forming, 160 MHz, 10Gpbs, Multi-AP optimizations Come learn our technology and help build it, we are not your typical Wi-Fi Mac + baseband chip company, we create solutions all the way from the antenna through the full network stack and to the cloud Be a part of the team that is blazing the trail forward in the world of Wi-Fi Company Growth: Gain exposure to the high growth phase of the company and partner with us to have the opportunity to be part of scaling our business Endless opportunity to grow with us Culture: Close collaboration between cross-functional teams �C from ASIC to SW to RF, etc. Passionate teams that work together across the globe to create the best Wi-Fi experience for the users Open door policy, real interaction with the CEO and Executive team members Quantenna cares �C we care about our employees as a whole ranging from career growth to family events Financial Growth: Be a part of the upside to our RSU's as the company grows, it's a great time to get in as we just went IPO on a strong growth trajectory Benefits: Great benefits ranging from competitive salary packages, customized health plans, PTO, holidays, subsidized gym memberships, ESPP, RSU's, housing fund contributions, etc. Tomorrow starts today. Join us now.
岗位描述1.负责数字电路模块SPEC的理解及分解2.采用Verilog/System Verilog进行数字电路RTL代码编写3.负责模块级电路的仿真验证Plan的制定及模块级电路的仿真验证4.模块级综合及时序分析。"岗位要求1.了解Makefile和Perl或Photon2.熟悉Verilog/Systemverilog语言3.了解PrimeTime/DesignCompiler/Ncverilog等工具3.了解UVM验证平台4.了解Matlab或C、C++5.具有结构性思维6.微电子、计算机、通信专业本科及以上"Job Description1.Digital Module spec scripts2.RTL coding by verilog/system-verilog3.Module simulation plan and testbench setup, simulation and debug4.Ciruit compiler by DC and timing analysis by PrimeTime"Job Requirements1.Basic knowledge of Makefile and Perl2.Basic knowledge of System-Verilog and UVM3.Basic knowledge of EDA tools such as: Design Compiler/PrimeTime/Ncverilog 4.Basic knowledge of Matlab or C or C++5.Sense of Logic Architecture6.BS or Above Majored in EE or Computer or Communication"


The baked-on topping on this spongy medivnyk is not only attractive but also very convenient on busy days.
Bring the honey to a boil and then cool. Beat the egg yolks until light. Add the sugar gradually to the egg yolks and continue beating until light and fluffy. Sift the flour with the baking soda and salt twice. Add the honey and mix all ingredients well. Beat the 6 egg whites until stiff and fold gently into the mixture.
Spoon into 2 ungreased but floured tube pans. Prepare the topping by beating 2 egg whites until stiff; add the brown sugar gradually and beat until thick. Spread over the batter and sprinkle with the nuts.
Bake in a moderate oven (325 degrees F.) for about 45 minutes, or until done when tested. Cool the cakes for a short while before removing from the pans.


It might sound absurd – a cigarette lighter that can help you stop lighting up, but that's the intention behind a revolutionary new product called the Slighter.
It's a smart device from a Lebanese designer that helps you track your smoking habits. Essentially, it increases a person's mindfulness about the habit of lighting up so that you can cut back and eventually quit.
Slighter works like a regular lighter, but it tailors a cessation plan to each individual after it learns how much you smoke each day.
When you want to light a cigarette, you must interact with the lighter and actively decide YES or NO.
So, instead of quitting by replacing the cigarette with other chemicals and techniques. Slighter trusts that you can quit yourself, if you just think about it more.
On your first week with Slighter, you light up as normal so that the device can learn your smoking patterns. Then, the device uses an algorithm to analyze your smoking behavior. Then, you use the app to plan a journey forward.
You tell Slighter what your target number of cigarettes a day should be and how long you think it will take you to reach it. All of this is tracked and visualized. You can also change it at any time.
Now, you're all set to make progress toward your goal of quitting. When it's time to smoke, Slighter gives you an alert.
The Slighter has a display screen that shows your progress as a percentage and lets you know how close you are to achieving your total amount of cigarettes for the day.
Don't worry though. You can cheat if you want and light up as much as you want. However, the Slighter does keep track of how much you're cheating.
The app is the best feature of this whole setup. You can find it in the App Store for Apple and on Google Play for Android devices. It syncs your smoking data from the device and creates easy-to-understand charts and graphs for you.
The gadget helps you to feel in control of something, and if you're a smoker who's trying to quit, then you know how difficult it is to exercise any lasting attempt at self-control.
There's also a social aspect to the app. It has a leaderboard and a group tab that lets you see just how many people are trying to quit, just like you. Make new friends. Encourage each other and create a smoke-free circle all from the app.
Another neat feature of the Slighter is its Bluetooth connectivity and tracker.
You probably have lost dozens of lighters, but the Slighter will register the location of your last spark-up from the app. This isn't a disposable device.
You're going to want to keep track of it.
The developers of the Slighter recognize that you might need some extra encouragement on your journey, so the app also has merit badges that you can earn along the way. In truth, these are just little button-like graphics, but you'll feel like you won a prize.
There are badges like "Social Butterfly" and "Non-Cheater". Perhaps in the future there will be more tangible benefits to the Slighter Reward Program, but that remains to be seen.
Video below via Youtube as presented by Tech Crunch.
The Slighter is about the size of a remote key device for your car with dimensions: 3.07×1.81×0.55 inches. It weighs 67 grams. That feels about like a C-size battery in your hand.
There's a full color touchscreen display. It comes in two colors: white champagne and black pebble.
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It has a micro USB port for charging, and it comes with a cable. The battery lifespan is 72 hours. It's a butane gas torch. So, the Slighter performs its function quite well as just a regular lighter.
It's windproof and refillable. It comes with an adjustment tool that will enable you to turn the flame height up or down.
The device itself is a bit pricy at $129. However, the slighter.com website has a calculator that estimates that the one-time investment you're making in the smart lighter will cost less than other quitting solutions and the money you save on cigarettes will pay for the device in a short period of time.
The device isn't available in stores just yet. You can only pre-order it through the company website for delivery later in the year.
There's a 14 day return policy, but there isn't a clear policy on warranties. The company website just mentions that the device is "covered by at least the minimum legal returns and warranty requirements for your territory." Whatever that means.
The Slighter sounds like a great idea: tech engineers and cognitive behavioral therapists (CBT) have come together to design a method for quitting that utilizes something that is intrinsically linked to your smoking habit – your lighter.
You can snooze the cigarette alerts or skip them altogether if you don't want to smoke.
The AI algorithm makes constant adjustments to your plan. You can even select the "Friend" function and light-up for your buddies without it counting against your progress.
There are some drawbacks though. For starters, the price is steep. It costs over a hundred dollars. Additionally, you can easily cheat the system and cheat yourself in the process.
It's effectiveness as a smoking cessation method is dependent on your self-control. So, it's just like any other method or technique when you boil it down to the essentials.
It's a well-made lighter though. It's sleek and stylish, making it a great gift idea for gadget-hungry friends who might also want to try a novel approach at quitting cigarettes. The app is well-designed and fun to use. So, give it a try if you can spare the coin.


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7 Things You Probably Didn't Know About Tea
By Karen Nikos-Rose on May 17, 2016 in University
As a global leader in innovations at the nexus of food, health and the environment, UC Davis has launched the Global Tea Initiative to bring the university's premier research in agriculture, health, science, humanities and social science to bear on the study of tea.
The Global Tea Initiative for the Study of Tea Culture and Science is a teaching, research and outreach effort meant to involve the whole campus, fostering and leading collaboration across the sciences, humanities and social sciences to explore ways tea influences everything from ceramics to gender roles to health practices all over the world.
1 Taking tea, or is it tisane?
Much of the time, when people say they are drinking tea, they are actually drinking something called a tisane. A tisane, which is the French word for "herbal infusion," is simply a combination of herbs many people enjoy as "herbal tea," which often indicates that the tea has been infused with herbs, spices, fruit or even chocolate. But to truly be tea, it technically must contain the leaves of the plant Camellia sinensis, otherwise known as the tea plant.
2 Tea has simple roots… or leaves
While there are more than 1,500 kinds of tea derived from the leaf of the plant Camellia sinensis, there are only six basic categories of tea: 1) white, 2) yellow, 3) green, 4) oolong, 5) black, 6) and post-fermented. The specific types of tea are made by processing the tea leaves differently.
3 Tea – it's what you drink
Worldwide, 3 million tons of tea are produced yearly. The United States alone consumes 1.42 million pounds of tea every day. This number is not surprising considering second to water, tea is the next most consumed drink in the world.
4 Drink not just for taste, but to your health
Many view tea as a health drink, in addition to being delicious and central to many cultural practices. Recent studies have found that tea, especially green tea, is good for cardiovascular health, can aid in weight control, and even help reduce bad breath.
Studies have also found that tea can also be good for liver function, help reduce depression, reduce the risk of stroke and aid in controlling Type 2 diabetes. Other studies indicate that tea is an anti-inflammatory and can increase memory and concentration.
5 It's in the bag
Tea bags were invented in the United States in the early 1800s, and were initially used to hold samples of teas brought from India. Quick to catch on to this convenience, today, 96 percent of all cups of tea served around the world are made using teabags.
6 Accidents happen
Legend has it that the first cup of tea was brewed in 2737 B.C. when dried leaves from a nearby bush landed in a boiling cup of water served to the Chinese Emperor Shen Nung. This accidental discovery has become the widespread phenomena we know today.
7 Tea around the world
While China still grows the most tea today, the Chinese are not the largest consumers per capita. Instead, people living in Turkey, Ireland and the United Kingdom make up the world's largest tea connoisseurs.
Global Tea Initiative
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Mechanicsville city is located in Iowa State, Cedar County and has a unique zip code assigned by the US Postal Service Office.
Mechanicsville Area Code is 563 and Time Zone is Central (GMT -06:00).
The US ZIP Code basic format consists of five decimal numerical digits assigned to the Mechanicsville City. An extended ZIP+4 code, introduced in the 1980s, includes the five digits of the Mechanicsville ZIP code, a hyphen, and four more digits that determine a more specific location within a given ZIP code in Mechanicsville, Iowa.
The Mechanicsville Zip Code is 52306.
If you want to send a mail to Mechanicsville City, you should use the 52306 Zip Code.
In 1983, the U.S. Postal Service introduced an expanded Mechanicsville ZIP code system that it called ZIP+4, often called "plus-four codes", "add-on codes", or "add ons". A ZIP+4 code uses the basic 52306 Zip code plus four additional digits to identify a geographic segment within the five-digit delivery area, such as a Mechanicsville city block, a group of apartments, an individual high-volume receiver of mail or any other unit that could use an extra identifier to aid in efficient mail sorting and delivery in Iowa.
What is the Mechanicsville Zip Code?
The Mechanicsville Zip Code in Iowa is 52306.
What is the zip code for Mechanicsville IA?


I don't really have much to say about this other than that I'm dissatisfied but assured that it's all healthy. I haven't Cheap WOW Gold done as extensive a analyze of the Try out as I probably should, so if these harm nerfs were based on challenging figures that Blizzard has collected, then they're probably right. I have to believe that. Melee hits no more renew Conclusions, which indicates that to be able for the debuff to settle on competitors, Paladins will actually have to consistently Assess them.
With the modify to Crusader Strike a while returning removing its Reasoning renew operate, this implies Conclusions will be every Paladin's responsibility. This also indicates Blizzard is pushing Holy or treatment Paladins to place Conclusions into their spinning. With Conclusions eating up the GCD now, I'm not so keen on the concept. Protect of Righteousness was rebalanced to cope 100% of block value plus 300, although this might not be its last form as Blizzard tries to get the right quantity of harm for the miracle. As it turns out, a pure multiplier of Avoid Value -- as great as over 300% in mature creates -- designed Protect of Righteousness cope ridiculous harm. This modify mostly impacts Security Paladins who will have the miracle strongly in their spinning.
The last exciting modify is that Kind of Rights now interferes with spellcasting for 3 a few moments. The lengthy requested for miracle stop is lastly here and it's included with the one miracle we've always used to try and stop. A miracle that stuns. A miracle that's on a one immediate cooldown. A miracle that has what seems like a extremely great avoid rate. It performs as a miracle stop against enemies that are safe from stuns, so... yay, I guess? I can't make heads or tails of this modify, and I'm careful of demeaning it right now because there might be something that I'm losing. We have yet to see a Cheap WOW Gold actual second pass for the Holy shrub, although Security and Retribution are forming up rather nicely.


Internationally, MTV is basically hooking up the Internet to the TV set, and any 15-second Instagram videos that you tag with #MTVbump are in the running to air around the world on MTV.
MTV International, which spans 160+ countries and territories and 32 languages, announced that the youth brand has evolved from "I want my MTV" to "I am my MTV." Beginning 1 September in Southeast Asia, the network will celebrate its audience and talent by spotlighting their social media videos between programming on-air and across all platforms with #MTVbump, the first of many ways MTV will open up the brand to young people. MTV "Art Breaks" will bring new video art to audiences worldwide, and even MTV's promos will take on a new look and feel. Experimenting with narrative structures and visual storytelling, they will be shorter, louder and hyper-visual.
Everyone's doing it – Grumpy Cat, Rixton, Bros Being Basic, The Brothers Green and more have started using #MTVbump and their awesome videos are already on air. In Asia, we just got Carly Rae Jepsen, Echosmith, Imagine Dragons, Twenty One Pilots and MTV VJs Alan Wong and Hanli Hoefer who go live with their videos on 1 September. Even Dharni, two-time Grand Beatbox Battle Champion from Singapore and Denise Chan, former Hitz FM announcer from Malaysia, have jumped on the bandwagon.
"Being on MTV is going to be awful. I can't wait." – said Grumpy Cat.
"We love the internet, we love TV, we love #MTVbump. Bump it up!" – said the Brothers Green.
Instagram videos must be 15 seconds long and should be as creative, weird and wonderful as you like. Think party tricks, cat videos, your breakfast, parkour, playing the trombone – whatever you're feeling, you submit, you need to ensure there is sound in your Instagram video, but avoid copyrighted music that is not yours in the background. And remember to include hashtags #MTVBump and #MTVAsia.
Visit www.mtvbump.com to view videos that have already been shared around the world, and to check out a full list of the dos and don'ts for getting your work on MTV.
Oh, and another thing – your social media handle will be shown with your video, so you'll probably get some new followers along the way, too.
Welcome to the new world of MTV!


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Most expensive homes for sale in Provo
Provo, UT News
Volodymyr Kyrylyuk // Shutterstock
Buying a home is an investment—and an increasingly expensive one. The median value of a home in the United States reached $363,300 in July 2021, according to the National Association of Realtors. The market grew competitive and the price of homeownership shot out of reach for many Americans—but not for those willing to shell out big money for the most expensive homes on the market.
Homes with big price tags come with all sorts of enviable amenities. Pools, home gyms, high-tech fixtures, sweeping security systems, spacious yards, and a room for every need are luxuries most people covet. As people spent more time than ever before in their homes, these luxuries—and the cavernous square footage and yards that house them—became more desirable than ever.
The appetite for homes selling in the high six-figure range became voracious in 2020, and that trend continues into 2021, according to data from Redfin. Sales of such luxury homes increased
41.6% year-over-year in the first quarter of 2021, growing significantly more than the smaller increase for more moderately priced homes.
To learn more about home values in Provo, Utah, Stacker analyzed data from realtor.com to compile a list of the most expensive homes for sale in the city. Homes are ranked by price with ties broken by price per square foot.
See the most expensive homes for sale in Provo below:
#10. 4154 N 650 St E, Provo ($998,500)
- 6 bedrooms; 5 bathrooms; 5,545 square feet; $180 per square foot (view listing on realtor.com)
#9. 2969 Iroquois Dr, Provo ($998,500)
#8. 556 E Center St, Provo ($1,195,000)
#7. 4011 N 420 E, Provo ($1,200,000)
#5. 1098 N Geneva Rd, Provo ($2,300,000)
- 2 bedrooms; 1 bathrooms; 780 square feet; $2,948 per square foot (view listing on realtor.com)
#4. 4416 N Stafford Ct, Provo ($2,900,000)
- 9 bedrooms; 7 bathrooms; 11,312 square feet; $256 per square foot (view listing on realtor.com)
#3. 2685 W 1680 N, Provo ($3,000,000)
#2. 4234 N Vintage Cir, Provo ($3,400,000)
- 6 bedrooms; 10 bathrooms; 17,000 square feet; $200 per square foot (view listing on realtor.com)
#1. 2000 N Canyon Rd E, Provo ($3,500,000)
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Story name: Most expensive homes for sale in Provo

Canonical URL: https://stacker.com/utah/provo/most-expensive-homes-sale-provo

Written by: Stacker

Description:
Stacker compiled a list of the most expensive homes for sale in Provo, Utah from realtor.com.

Most expensive homes for sale in Provo

Buying a home is an investment—and an increasingly expensive one. The median value of a home in the United States reached $363,300 in July 2021, according to the National Association of Realtors. The market grew competitive and the price of homeownership shot out of reach for many Americans—but not for those willing to shell out big money for the most expensive homes on the market.

Homes with big price tags come with all sorts of enviable amenities. Pools, home gyms, high-tech fixtures, sweeping security systems, spacious yards, and a room for every need are luxuries most people covet. As people spent more time than ever before in their homes, these luxuries—and the cavernous square footage and yards that house them—became more desirable than ever.

The appetite for homes selling in the high six-figure range became voracious in 2020, and that trend continues into 2021, according to data from Redfin. Sales of such luxury homes increased

41.6% year-over-year in the first quarter of 2021, growing significantly more than the smaller increase for more moderately priced homes.

To learn more about home values in Provo, Utah, Stacker analyzed data from realtor.com to compile a list of the most expensive homes for sale in the city. Homes are ranked by price with ties broken by price per square foot.

See the most expensive homes for sale in Provo below:

#10. 4154 N 650 St E, Provo ($998,500)
- 6 bedrooms; 5 bathrooms; 5,545 square feet; $180 per square foot (view listing on realtor.com)

#9. 2969 Iroquois Dr, Provo ($998,500)
- 7 bedrooms; 4 bathrooms; 5,156 square feet; $193 per square foot (view listing on realtor.com)

#8. 556 E Center St, Provo ($1,195,000)
- 6 bedrooms; 5 bathrooms; 6,258 square feet; $190 per square foot (view listing on realtor.com)

#7. 4011 N 420 E, Provo ($1,200,000)
- 5 bedrooms; 4 bathrooms; 4,592 square feet; $261 per square foot (view listing on realtor.com)

#6. 4887 N 300 E, Provo ($1,249,900)
- 5 bedrooms; 4 bathrooms; 4,581 square feet; $272 per square foot (view listing on realtor.com)

#5. 1098 N Geneva Rd, Provo ($2,300,000)
- 2 bedrooms; 1 bathrooms; 780 square feet; $2,948 per square foot (view listing on realtor.com)

#4. 4416 N Stafford Ct, Provo ($2,900,000)
- 9 bedrooms; 7 bathrooms; 11,312 square feet; $256 per square foot (view listing on realtor.com)

#3. 2685 W 1680 N, Provo ($3,000,000)
- 6 bedrooms; 6 bathrooms; 6,103 square feet; $491 per square foot (view listing on realtor.com)

#2. 4234 N Vintage Cir, Provo ($3,400,000)
- 6 bedrooms; 10 bathrooms; 17,000 square feet; $200 per square foot (view listing on realtor.com)

#1. 2000 N Canyon Rd E, Provo ($3,500,000)
- 4 bedrooms; 3 bathrooms; 4,464 square feet; $784 per square foot (view listing on realtor.com)

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Story name: Most expensive homes for sale in Provo Canonical URL: https://stacker.com/utah/provo/most-expensive-homes-sale-provo Written by: Stacker Description: Stacker compiled a list of the most expensive homes for sale in Provo, Utah from realtor.com. Most expensive homes for sale in Provo Buying a home is an investment—and an increasingly expensive one. The median value of a home in the United States reached $363,300 in July 2021, according to the National Association of Realtors. The market grew competitive and the price of homeownership shot out of reach for many Americans—but not for those willing to shell out big money for the most expensive homes on the market.Homes with big price tags come with all sorts of enviable amenities. Pools, home gyms, high-tech fixtures, sweeping security systems, spacious yards, and a room for every need are luxuries most people covet. As people spent more time than ever before in their homes, these luxuries—and the cavernous square footage and yards that house them—became more desirable than ever.The appetite for homes selling in the high six-figure range became voracious in 2020, and that trend continues into 2021, according to data from Redfin. Sales of such luxury homes increased41.6% year-over-year in the first quarter of 2021, growing significantly more than the smaller increase for more moderately priced homes.To learn more about home values in Provo, Utah, Stacker analyzed data from realtor.com to compile a list of the most expensive homes for sale in the city. Homes are ranked by price with ties broken by price per square foot.See the most expensive homes for sale in Provo below:#10. 4154 N 650 St E, Provo ($998,500)- 6 bedrooms; 5 bathrooms; 5,545 square feet; $180 per square foot (view listing on realtor.com)#9. 2969 Iroquois Dr, Provo ($998,500)- 7 bedrooms; 4 bathrooms; 5,156 square feet; $193 per square foot (view listing on realtor.com)#8. 556 E Center St, Provo ($1,195,000)- 6 bedrooms; 5 bathrooms; 6,258 square feet; $190 per square foot (view listing on realtor.com)#7. 4011 N 420 E, Provo ($1,200,000)- 5 bedrooms; 4 bathrooms; 4,592 square feet; $261 per square foot (view listing on realtor.com)#6. 4887 N 300 E, Provo ($1,249,900)- 5 bedrooms; 4 bathrooms; 4,581 square feet; $272 per square foot (view listing on realtor.com)#5. 1098 N Geneva Rd, Provo ($2,300,000)- 2 bedrooms; 1 bathrooms; 780 square feet; $2,948 per square foot (view listing on realtor.com)#4. 4416 N Stafford Ct, Provo ($2,900,000)- 9 bedrooms; 7 bathrooms; 11,312 square feet; $256 per square foot (view listing on realtor.com)#3. 2685 W 1680 N, Provo ($3,000,000)- 6 bedrooms; 6 bathrooms; 6,103 square feet; $491 per square foot (view listing on realtor.com)#2. 4234 N Vintage Cir, Provo ($3,400,000)- 6 bedrooms; 10 bathrooms; 17,000 square feet; $200 per square foot (view listing on realtor.com)#1. 2000 N Canyon Rd E, Provo ($3,500,000)- 4 bedrooms; 3 bathrooms; 4,464 square feet; $784 per square foot (view listing on realtor.com)You may also like: People who retire comfortably avoid these financial advisor mistakes


A Day in the Life of Paulie Bobblehead!
Candidates for Municipal Office shall deliver nominating petitions to the Borough Clerk by 4pm on Monday, April 1, 2019. Please download the attached form or obtain one at Borough Hall. The minimum signature requirements are 17 for Democrats and 3 for Republicans. Any questions regarding the election process should be directed to the Hopewell Borough Clerk at 609-466-2636.